There is a complexity to decision making in any business that’s usually guided by some, if not all, of the following ingredients:
- Market changes
- Marketing costs
- People management
The people at the bottom always think that the people at the top take everything into account every time they make a decision. In the meantime the people making the decision need to achieve only two things to satisfy their job description that we usually label “good” and “gone”. In other words the decision has to be “good enough” to pass firsthand inspection if necessary and it has to be over and done with in terms of the situation or problem being decided upon.
There is a problem with this approach, or rather two problems. The first is that we have brains that have been created to make decisions like this. Anything more complicated and we run into a time and energy problem. The person tasked with making decisions will spend so much time and energy trying to get one decision right that they will simply be unable to do their job. The second problem is that since we measure a decision maker’s productivity by the decisions they make and the problems they solve in the present we have no way of actually tracking how many problems ‘solved’ morph into new ones or how many decisions create new problems. This means we also have no incentive to improve.
There is a solution to this problem. When the human brain is capable of solving problems even supercomputers cannot crack and doing so under immense pressure, the way to better executive decision making is found through an incremental process of mental training.
The value we bring to a business rests in our ability to use our unique, human capabilities fully.
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