What are the key indicators of a high-quality decision?

There’s a saying “'To the man with a hammer, the world looks like a nail.” Very often, people are so obsessed with their “good idea”, and go around looking for problems their solution can solve. When focus on the solution on hand, people focus on only one way to solve a problem. This causes all sort of failures at matured companies as well as startups, as they may end up picking the wrong problem to solve. Instead of jumping right on a problem, enhance the quality of decision making by trying different ways to see the real problem before finding the best way to solve it.

Firstly, consider this. The world is dynamic. The only thing we know for sure is that whenever we take a decision, the quality of the information underpinning that decision will deteriorate. So what to do? Make sure there is ownership of the success of the decision in the team that is implementing it. That ownership is cultivated BEFORE the decision is taken. Never after. If I get a say before we step over the start line, I'm on board, willingly. If not, I'm a hostage. There are some decisions that we simply have to roll out. In that case, in order to get people to 'lean in', consider working with them to identify and manage risks that might impact the decision's success.

High-quality decisions often hinge on thorough analysis, alignment with goals, risk assessment, stakeholder involvement, and adaptability—these indicators pave the way for success.

The following represent crucial indicators of well-informed and high-quality decision-making: 1. A well-defined objective or problem statement. Consideration of both subjective and objective aspects. 2. Just to let you know, clarify the reasons behind the decision and the methodology used. 3. A comprehensive understanding of all factors that exert influence. 4. A thorough assessment of consequences and preparation for the subsequent five actions.

Key indicators of a high-quality decision include thorough analysis of relevant information, consideration of long-term consequences, alignment with goals and values, collaborative input from stakeholders, and adaptability to changing circumstances.

Don't fall into the trap of thinking that the options in front of you are the only alternatives available. One thing you can do is to get clear on what your objectives are, i.e. what do you prefer to see in the outcome? Once you've articulated your objectives, then you can begin brainstorming other paths that may help you achieve those goals.

This section seems to focus more on the idea that evidence is somehow universally understood to be evidence and perhaps irrefutable. The key here is the evaluation of alternatives, considering whatever is known by those evaluators and their interest in the decision being successful. How can you get skin in the game? By genuinely listening to those people who will own the success of the decision as it is threatened by a dynamic world.

Again, I think this section assumes that there is a simple logic that can be applied and that we'll all align with that, like robots. Or that we'll somehow 'roll over' the team with some amazing logic that they can't argue. Unfortunately 'arguing' logic, means arguing. It doesn't lend itself to dialogue.. The truth is that everyone brings their own truth in terms of logic and what to expect. It's all different and valid. Therefore there is likely a small list of items that we can agree on, in terms of principles, values and guidelines. Then as we apply those to the try and create future guard rails to the decision, we have a greater likelihood of success..

As leaders we are often pressured to make progress quickly, which on the face of it, feels like making decisions quickly. The challenge is that whenever we make a quick decision, we sacrifice ownership from the team that we need to successfully implement that decision. Preserving speed over velocity. Pushing off from a peer may get the boat moving fast, but listening to the team, taking time to trim the sails, assess wind etc, will dramatically improve progress to the outcome we're after. Preserving velocity means managing those who are legitimately looking for progress, but who don't have time to spend on the detail or invest in the team trying to make the boat faster..