Decision Mapping
When it comes to the decision making process, every great leader relies on information as an essential resource. The decision making process requires some level of gathered, shared, or stored information before action is taken. Often leaders rely on sources they trust or have found reliable, including their gut instincts, to supply them with facts and perspectives before they move forward with a plan.
I admire decisive, yet informed people. Sometimes deliberate, analytical people frustrate me. Regardless of their pace, I appreciate and respect any leader who goes through a thought process that includes some level of analysis and thought before taking action.
A recent blog post by Laurence Prusak, “Blair, Bush, and the Problem of Political Judgment“, pointed out another important nuance to the decision making role — trusted advisors. Most leaders surround themselves with people they have come to trust and respect. With that, there are risks. Are these trusted advisors capable of providing the wide view or alternative perspectives required to make a totally informed decision? Relying on and trusting the same circle or group of advisors can also foster a group think, or safe think environment.
Instead of continually looking inside the circle for advice and information, great leaders need to spend time with alternative views, controversial perspectives, and different sources of opinion to test the validity and accuracy of their advisers and of their own decision making process.
To quote Prusak: “Good judgment is never a function of the group-think, sycophancy, power plays, or other forms of cognitive bullying that often characterize political relationships. Democratic processes and chronological perspectives may not be as expeditious, but they’re necessary to create a full sense of context.”
Next time a tough decision needs to be made, get outside the comfort zone of trusted and into the uncomfortable arena of different and untested. Discover what other information, perspectives, and ideas exist. Armed with a broader view of ideas and information, better decisions may be made.
