How decision making can be led: We all make them, but some matter more

Abstract

Purpose

To provide a concise briefing on the most topical issues and relevant implications from the top 400 management publications in the world.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the argument in context.

Findings

Feldman's detailed study reviews the decision‐making processes – and the influences which were brought to bear on those processes – in the years before the space shuttle Challenger exploded in 1986. He demonstrates – with a carefully‐constructed view of the culture of objectivity, of how decisions are made and what knowledge is brought to bear on those decisions – how misunderstandings of flight risk resulted. Robert F. Gratton analyses President Kennedy's style of leadership and decision making during the crucial days of the Cuban missile crisis in 1962. He reveals that Kennedy adopted a questioning, Socratic approach and concludes that the collective strategy process can not truly begin until a collective aim has been decided. In addition, the strategy process is best led by a facilitator than an authoritarian, and strategy formulation is an art, guided by whatever science can be brought to bear. Howard Hills demonstrates the benefits of collaborative decision making. He identifies symptoms of teams that fail to make collaborative decisions, and offers actions a team leader may take to enable effective collaborative decisions to be made. He asserts the value of mutual respect, learning from mistakes and welcoming feedback.

Originality/value

Provides implementable strategies and practical thinking that has influenced some of the world's leading organizations.

Citation

(2005), "How decision making can be led: We all make them, but some matter more", Development and Learning in Organizations, Vol. 19 No. 1, pp. 22-24. https://doi.org/10.1108/14777280510572185