Decision-Making Upgraded

Executives spend 40% of their limited time in decision making. (McKinsey)

The volume & complexity are un-precedented.

So is the automation/augmentation support through AI.

While the expectation is to make better, timely decisions, the fundamentals do not change.

The risk of a wrong decision at the organisational level lies with a human.

In coaching senior leaders, I do observe the rhetoric on data based decision making.

However, there is still hesitancy in actually structuring it better in a way that can be effective & replicable. I also sense a hidden need to rationalise a top-of-the-head decision with data. All this amplifies risk and impact in the age of AI. While AI can help in data crunching & modelling, it can replace human judgement and rigour.

Fundamentally the considerations of decision making have not changed.

Considerations for decision making

The common mis-steps that hurt are

• Converting complex problem to a complicated decision making process (time impact)

• Analysis paralysis on reversible decisions (time impact)

• Hasty irreversible decisions based on gut feeling (Future negative impact)

• My way or highway decisions (no consensus)

• Consensus building when the buck stops with you (Ownership/time impact)

If you are looking to be a better decision maker, pay attention to the considerations before you begin the process of decision making.

This is a multi-part blog series. Stay tuned for the frameworks and nuances of decision making coming soon!

#coaching #executivecoaching #decisionmaking #leadershipcoaching