Deciding Against Advice
People can absorb being overruled. What they cannot absorb is a stated reason that is not the real one, because they will check it against what…
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Stories of Idaho leadership.
Leader profiles, participant spotlights, leadership lessons, and updates from across the Idaho Leaders network.
Consensus, Consultation, Command
Three legitimate modes for reaching a decision. The damage comes not from choosing the wrong one but from running one while appearing to run another.
Read →Who Decides: Allocating Decision Rights
Most organizations have never written down who decides what. The map exists anyway, assembled informally from habit and precedent, and it is discovered only when it…
Read →The Unbooked Cost of Delay
Waiting is the only decision an organization can make without anyone being accountable for it. That, rather than caution, is why so much of it happens.
Read →Sort by Reversibility, Not by Importance
How much process a decision deserves should be set by how hard it is to undo, not by how large it looks. Size is visible, reversibility…
Read →The Anatomy of a Decision
Choosing, deciding, and committing are three separate acts. Most organizations perform the first, believe they have done all three, and then wonder why the matter keeps…
Read →The Judgment Review
A quarterly ninety-minute session for scoring your own past decisions against what actually happened. The instrument that converts a decision record into calibration.
Read →The Traps That Survive Knowing About Them
Awareness of a reasoning trap does almost nothing to prevent it. Every countermeasure that works operates on the procedure or the order of information, never on…
Read →Deferring to Someone Else’s Judgment
Deference is not an escape from a decision. It is a decision about whose judgment is better here, and you remain accountable for making it well.
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