When deciding is easy, we decide so quickly that we hardly notice we've made a decision. When we identify an activity as a decision, we usually do so because the deciding part is hard. That might be why so many "decisions" seem difficult.
Sometimes, when a decision is difficult, the source of the difficulty lies beyond the issue itself. Here are some situations that can make deciding difficult.
- Personal conflicts of interest
- Whether the decision has personal consequences for the decider or for another, concerns about conflicts of interest can make deciding difficult. We worry about accusations of vendetta, revenge, favoritism, or corruption, even as we struggle to find an ethical path.
- If you can take the personal consequences out of the decision, the decision itself is usually clear. The real problem then becomes dealing with those personal consequences. If you can't find a way to separate out those consequences, perhaps you aren't the person who ought to be making that decision.
- Organizational conflicts of interest
- Sometimes the conflict of interest arises from your affiliation with an organizational element, or a history of toxic conflict between your organizational element and others.
- The effects of organizational conflicts of interest are similar to those of personal conflicts of interest, though they're usually less intense. It's usually best to either find a way to don the statesman's hat, taking the part of the whole organization, or stand aside.
- All your choices are bad
- Even when all your choices are bad, the deciding usually isn't the hard part. The challenges are accepting that there is no good outcome, and learning to live with whatever ickiness you chose.
- Before you make the decision, be certain that you've examined all the possible choices. Abandon dogma and cherished beliefs to expand the range of choices you're willing to think about. Once you've done that, even if you uncover no good solution, acceptance of the least undesirable outcome is a little easier.
When we're confused about the source of the difficulty in making a decision, we struggle with the decision itself, and that isn't as likely to produce a viable outcome. It's usually best to determine what the problem is first. Solving something else is less likely to lead to a solution.
Once we When all your choices are bad,
the deciding usually isn't the hard
part. The challenge is accepting
that there is no good outcome.understand the source of difficulty, the decision itself can suddenly become clear. We then know what choice to make, and the problem then becomes figuring out how to deal with the consequences of that choice.
Watch for a chance to observe a group struggling with a tough decision. Is the decision itself the source of the difficulty, or does the difficulty arise from the consequences of the decision? When the difficulty does lie elsewhere, how can you help? Top Next Issue
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More articles on Ethics at Work:
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- Personnel-Sensitive Risks: II
- Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe
on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't
discuss them openly, how can we deal with them?
- The Costanza Matrix
- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if
you believe it." What if you don't believe it and it's true? Some musings.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- On 14 December 1911, four men led by Roald
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.