Making effective decisions is one of the five essential practices that Peter Drucker believes must be developed by any executive that desires to be truly effective. Effective executives develop a system of decision making based as much on learning as on doing.
Effective executives…know that an effective decision is always a judgment based on “dissenting opinions” rather than on “consensus on the facts.” And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics. (p. 24)
If incorporating dissenting opinions is left to chance in your decision making process, chances are it won’t happen. It’s difficult to create an environment where offering dissenting opinions is expected from the people that work for you; however, it’s absolutely essential if you want to make consistently effective decisions.
Asking people affected by a decision for input on the decision has been a “contemporary” leadership practice for over 50 years. Is it part of your systematic approach to decision making?
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