The Big Lesson from Twelve Good Decisions

October 28, 2013 | TOM DAVENPORT | Harvard Busniess Review
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How is it that managers facing high-stakes decisions, despite all the resources and knowledge available to them, often make them so poorly?  In large part, it’s because their whole perspective on decision-making is wrong. Managers think of major decisions as choices they must make in order for the work of the organization to proceed. The truth is that decision-making is work.  This simple shift in perspective – seeing big decisions as tasks to be managed – has huge implications. It means they should be approached with the same level of discipline and direction good managers bring to other areas.  It means everyone understands that decisions improve when the right people, tools, and processes are brought to bear on them.