The Big Lesson from Twelve Good Decisions - Tom Davenport - Harvard Business Review ift.tt/17tEPva ift.tt/1hoTpI8 The Big Lesson from Twelve Good Decisions - Tom Davenport - Harvard Business Review How is it that managers facing high-stakes decisions, despite all the resources and knowledge available to them, often make them so poorly? In large part, it’s because their whole perspective on decision-making is wrong. Managers think of major decisions as choices they must make in order for the work of the organization to proceed. The truth is that decision-making is work. This simple shift in perspective – seeing big decisions as tasks to be managed – has huge implications. It means they should be approached with the same level of discipline and direction good managers bring to other areas. It means everyone understands that decisions improve when the right people, tools, and processes are brought to bear on them. Sample Sticky 1 Looking back on the twelve great calls we studied, it’s clear that making them was hard work. I think of NASA, which has a big decision to make every time a launch date approaches. Its process for doing so changed after a couple of heartbreaking disasters reminded everyone how high the stakes really are. When momentum is established and people’s hopes are high for a blast off, it’s hard to round up all the interested parties (including the mission astronauts) in a room and stage a thorough debate over whether the mission is safe and should go ahead. But make it part of standard procedure, and the decision is made better. Posted from Diigo. The rest of my favorite links are here. IFTTT,
Posted on: Tue, 29 Oct 2013 04:45:16 +0000
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