{"id":1375,"date":"2018-04-27T18:31:59","date_gmt":"2018-04-27T18:31:59","guid":{"rendered":""},"modified":"2020-01-16T19:20:35","modified_gmt":"2020-01-16T19:20:35","slug":"the-perils-of-decision-making-would-you-rather-be-roughly-right-or-precisely-wrong","status":"publish","type":"post","link":"http:\/\/design.brafton.com\/oliverwight\/uncategorized\/the-perils-of-decision-making-would-you-rather-be-roughly-right-or-precisely-wrong\/","title":{"rendered":"The Perils of Decision Making: Would You Rather Be Roughly Right or Precisely Wrong?"},"content":{"rendered":"
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Decision making can be one of the most frustrating aspects of being a leader, a manager, an employee, and <\/span><\/span>a <\/span><\/span>human being.<\/span><\/span><\/p>\n<\/div>\n

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Decisions are second guessed. That\u2019s the genesis of the term \u201carm-chair quarterback.\u201d\u00a0<\/span><\/span><\/p>\n<\/div>\n

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It seems <\/span><\/span>much easier<\/span><\/span> to debate a decision after it has been made than to make the decision in the first place.<\/span><\/span><\/p>\n<\/div>\n

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Information requested upon which to base a decision is not believed. People fight over the information. Is the data right? Go get more data to prove whether it is right or wrong.<\/span><\/span><\/p>\n<\/div>\n

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We get push-<\/span><\/span>back when honest projections<\/span><\/span> are made<\/span><\/span>. O<\/span><\/span>ur <\/span><\/span>latest projections add up to $900 million in revenue, and we\u2019d like time to determine how to meet the annual target of $950 million. <\/span><\/span>Here comes the knee-<\/span><\/span>jerk: <\/span><\/span>Not good enough, we\u2019re told. Change it to $950 million.<\/span><\/span>\u00a0 <\/span><\/p>\n<\/div>\n

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How fruitless <\/span><\/span>it is <\/span><\/span>to <\/span><\/span>analyze<\/span><\/span> and make recommendations when people don\u2019t want to face the truth or risk. Or when they <\/span><\/span>fear<\/span><\/span> the consequences of bringing \u201cbad news\u201d to the table.<\/span><\/span><\/p>\n<\/div>\n

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I\u2019ve found <\/span><\/span>every company has a particular<\/span><\/span> decision-<\/span><\/span>making style. Greg Spira, in his white paper, boils it down to <\/span><\/span>two<\/span><\/span> st<\/span><\/span>yles: B<\/span><\/span>eing roughly right or precisely wrong.<\/span><\/span><\/p>\n<\/div>\n

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Is the culture punitiv<\/span><\/span>e? I can guarantee the decision-<\/span><\/span>making style will be precisely wrong.<\/span><\/span><\/p>\n<\/div>\n

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Do<\/span><\/span> company leaders plan over long-term<\/span><\/span> horizons, like at least 24-months rolling? Those cultures usually h<\/span><\/span>ave a roughly right decision-<\/span><\/span>making style.\u00a0<\/span><\/span><\/p>\n<\/div>\n

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Hats off to <\/span><\/span>Greg Spira<\/span><\/span> for sharing his wisdom in the<\/span><\/span> white paper<\/span><\/span>, Roughly Right or Precisely Wrong? Insights on Decision Making.<\/a><\/span><\/span><\/p>\n

His white paper<\/span><\/span> will challenge you to rethink how decisions are made in your company. It will cause you to challenge your own personal decision-making style<\/span><\/span> too<\/span><\/span>.<\/span><\/span><\/p>\n

Write me <\/span><\/span>and tell me about your decision-<\/span><\/span>making style \u2013 and why it suits you.<\/span><\/span>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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The Perils of Decision Making: Would You Rather Be Roughly Right or Precisely Wrong?<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Decision making can be one of the most frustrating aspects of being a leader, a manager, an employee, and a human being. Decisions are second guessed. That\u2019s the genesis of the term \u201carm-chair quarterback.\u201d It seems much easier to debate a decision after it has been made than to make the decision in the first place. Information requested upon which to base a decision is not believed. People fight over the information. Is the data right? Go get more data to prove whether it is right or wrong.<\/p>\n","protected":false},"author":1,"featured_media":1376,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1],"tags":[],"jetpack_featured_media_url":"http:\/\/design.brafton.com\/oliverwight\/wp-content\/uploads\/2019\/10\/the_perils_of_decision_making.jpg","_links":{"self":[{"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/posts\/1375"}],"collection":[{"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/comments?post=1375"}],"version-history":[{"count":1,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/posts\/1375\/revisions"}],"predecessor-version":[{"id":2824,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/posts\/1375\/revisions\/2824"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/media\/1376"}],"wp:attachment":[{"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/media?parent=1375"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/categories?post=1375"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/design.brafton.com\/oliverwight\/wp-json\/wp\/v2\/tags?post=1375"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}