The Falacy of the Virtue of Quick Decision Making

Perceptions of what constitutes efficient and effective decision making are probably the most confusing aspect of leading in administration. While textbook notions of quick decision making seem to be desired in a theoretical sense, even considered decisions, if not favourable to personal preferences, are often interpreted as ineffective and weak. Owing to the legacy inherited from the bus driver model of leadership in every sphere of life we encounter however, decision making by those in the ranks is never given any importance. As such, most employees live in the dichotomy of not being able to decide and not happy with the decision making of others.

Supervisors are not immune to this disease. Sporting a false sense of guilt each time a decision negatively affects even a single subordinate, supervisors typically distance themselves from the decision making process and instead walk on the thin line between commradarie and supervision. The result is either insubordination of those under them or being at the receiving end of their wrath over unpopular decisions.

Strategy has become of utmost importance in decision making in the organization. One important strategy which I have come to learn through reflection is the opposite virtue of what is given in the textbook: only respond after 24 hours wherever possible! This single strategy has already borne much fruit especially when confronted with seeming impasse and conflict situations.