Decision making is one of those organizational practices that’s so automatic it’s practically invisible.
Sure, we talk plenty before the decision gets made, about who should be part of the conversation and the various options we should consider.
And we talk after the decision is made, about how to communicate and implement the decision throughout the organization.
But we rarely talk about the decision-making moment itself. And we need to talk about it. Why?
Because the decision-making moment is a microcosm of your overall company culture.
The moment when we commit to a course of action together displays the true power dynamics and inclusive practices of our organization far more clearly than anything written in a culture handbook.
Whose voice is included in that moment? Whose perspectives are invited and integrated? Who has the power to actually make the final call, even if others disagree?
The decision-making moment shows who has power in your org, and who is truly included and excluded.
Is it inclusive to invite diverse perspectives into the room if they’re ultimately ignored or sidelined in the final decision?
Is it empowering to confer decision-making authority on an individual if she feels like she has to wait for stakeholders and leaders to agree before she can make the final call?
Decision dysfunction happens when words don’t align with actions. If there’s a cognitive dissonance in your company culture, it will make itself known in your decision-making moments.
This is why I’m so excited to share our new whitepaper, Decision Making Can Be a Lever for Organizational Change.
This report will help you identify where decision dysfunction is coming from, and how you can avoid it by choosing decision-making methods that align with your organizational values.
Mike Arauz
Founding Partner, August
