In my previous blog, I spent a bit of time discussing the background and history of the term “Agile.” Originally developed as a new approach to software development in the early 2000’s, the term made the jump into the leadership literature in 2006-07 (You may be interested in reading one of the comments in response … More Agile Leadership Part II
Every now and then, it’s helpful to re-visit ideas, concepts, and models associated with leadership development. I’m not the only one to subscribe to the mantra that “Leadership is a journey, not a destination.” John Donahoe, president of eBay, believes leadership “… is a marathon, not a sprint. It is a process, not an outcome.” … More Leadership Rewind
Much of what I have written so far about decision making views the process as a rational one. Identify the issue, gather relevant facts, consider alternatives, good the best one, implement, and then evaluate. Making good decisions in this way is a means of avoiding or at least minimizing the effects of the various subjective or irrational influences that can derail our decision making process. But what about INTUITION? What role, if any, should intuition play in our decision making process, what some authors describe as “the opposite of logical, rational thinking”? … More More Than a Feeling: Intuition and Decision Making
After a bit of a “hiatus,” I’m back with a few more blogs posts about DECISION MAKING. Today, I share another interesting angle on the nature of decision making and how decisions are often made. … More Decision Making: It’s not always the “rational” approach that is the best choice.
“It depends on the situation.” We’ve heard this a lot when it comes to leadership. What seems to work in one situation, doesn’t in another. Southwest Airlines is successful because of the way it operates in delivering quality services to its customers. Other airlines have tried to duplicate its processes and failed. When a CEO … More Good Decision Making: It Depends on the Situation
We are imperfect decision makers. Much has been written about this in the past ten years. There is something about our brains that makes what should be a rational process, an irrational one–and without us knowing it. Being attentive to these subconscious “cognitive missteps” can help us avoid making poor decisions, especially when it really matters. … More Ignore at Your Own Risk: Bounded Decision Making
When it comes to making “successful” decisions, that is, decisions that achieve their intended purpose, especially important, strategic ones, the track record is somewhat dismal. Perhaps I’m being too kind. In fact, research shows that at least 50% of all such decisions fail to accomplish what the decision makers had hoped for. There are many reasons why … More Decision Making: Good Implementation or Bad Implementation–That is the Issue.