A Better Process for Better Decisions
Unrecognized bias that can lead to poor decisions
Leaders are decisive—part of the reason why they’re in charge is because they’re comfortable making firm decisions amid complex arrays of options. But that doesn’t mean those leaders are always decisive in effective ways.
By now we’ve moved well past the notion of seat-of-one’s-pants leadership. Data matters, we know. In 2017 I spoke with a number of associations that spent time fine-tuning their decision-making processes, using colleagues in the C-suite to decide on appropriate inputs and metrics when it came to big-picture strategic issues. Even so, any leader can be subject to the kind of bias that can lead to poor decisions.
That’s a key message of a 2019 article in MIT Sloan Management Review that points out some holes in leaders’ processes. Consider hiring, say the three authors of A Structured Approach to Strategic Decisions, who include Nobel-winning psychologist Daniel Kahneman. Organizations gather plenty of information about candidates via resumes and application questions, but the make-or-break moment is still an unstructured job interview.
Please select this link to read the complete article from Associations Now.