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As I’ve gotten older and worked with more people and at more places, I’ve become pretty interested in how different people set up their decision making model. This is fairly crucial to everything else you do. Usually, if you have a poor decision making model, you’re also going to have problems with priority management — so that if people work for you, they’re going to get confused by running in circles on various projects unclear what’s supposed to be important at that moment. (As we know by now, at most jobs task work means more than strategy and process means more than anything, so these are aspects you need to be thinking about.)
One common approach to a decision making model, at least at the corporate/enterprise level, is to allow executives most of the decision-making authority in an organization. Phrased another way: hierarchy. There are a lot of problems institutionally with how we construe and promote our decision-makers, but that’s not necessarily the topic here. (See also: Peter Principle, and/or Idiot-Genius Methodology.)
Now let’s turn our attention a famous author talking about how to craft a decision making model — and where most companies go off the rails.
