How Do You Make Complex Decisions?


When I’ve asked managers how they make important decisions, I get responses like:

“Who can say. We talk about an issue and after a lot of back-and-forth propositions and challenges, an option sometimes emerges.”

“We discuss and discuss. We may not even agree on the problem.”

“It’s like trying to get a pro golfer to explain how he hits a ball so far. We just do it.”

Too often, leaders plunge into discussions that just keep churning and churning until there is a brewing chaos. Amidst doubt and confusion members adjourn without a clear direction. Or worse, members agree to a watered-down option for which there is only lukewarm support.

To avoid endless delays or high-risk moon shots, present an issue and discuss until key players agree on the exact problem. Set a deadline for making the decision. Create a climate that encourages vigorous debate of multiple options. View differing opinions as helpful. Take no votes or polls.

Strive for an option that most all can, at least to some extent, support. If no such option emerges, the leader makes the call. Close by saying, “This is what we are going to do and I need everyone’s commitment.”

What do you think?

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