Far too often we make bad decisions because we fail to take the right perspective. Zooming out and creating emotional, physical, and time-based distance from our decisions is proven to unlock better decision-making.
Government and industry leaders must be cognizant of the prevalence of decision-making heuristics and the potential downside of relying on them.
The general rule of great delegators is to push decision-making authority to the lowest level possible within an organization. Reason being, that is where the best information lives to inform that decision. However, real life is not so simple.
Awareness of when and how cognitive biases impact us is paramount to staving off our ever-present lazy brain.
As a government employee, you are here to serve. The public entrusts you with their hard-earned tax dollars to seek optimum solutions, act in their best interest, and represent them with honesty and integrity. It is easy to lose sight of this when the needs of superiors, coworkers, and the public are in conflict.
Success in business and life is largely determined by the choices that we make. Here are ways you can improve your decision-making process.
Analysis paralysis is an easy trap to fall into anytime there’s uncertainty. For government employees, that can be said about pretty much every decision you’ll make in your career. Here are some tips and tricks that can help.
How incoming leaders make decisions will significantly influence the effectiveness of their choices.
Government organizations are at a crossroads between greater demands for services and increasing obstacles to providing those services. In a recent executive report based on a survey of 100 government executives across the globe, IBM proposed that cognitive computing is the answer to some of the challenges that government organizations face. The principle behind cognitiveRead… Read more »
If you are facing a choice that deserves contemplation, try this model of decision-making available for your reference.