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Stay Curious …
In his important book, Why Decisions Fail,[1] Paul Nutt highlighted just how problematic idecision-making is by reporting on a study of nearly 400 business decisions made by senior managers in medium to large organisations which resulted in the alarming statistic that half the decisions made were not up to scratch because “either they were not able to withstand the uncertainty, conflict, or change common in the work environment, or they could not elicit the buy-in necessary to make them stick.” This kind of indictment of managerial decision-making crops up in study after study; it’s not an isolated finding, nor is it an exaggeration to say that many decisions fail in the workplace.
