The briefings to this point have set out the main dynamic structures that determine organizations’ performance. The next few briefings examine how decisions steer those structures and how to design policies (decision-rules) that can build and sustain the resources required for strong performance.
Evidence-based decision-making
We all know this ideal is far from reality, but in Is Decision-Based Evidence Making Necessarily Bad?, Sloan Mgmt Review offers 3 levels to define the role of evidence:
Testing assumptions
An interview with Dan Ariely in Sloan Mgmt Review points up the need to test assumptions – critical, of course, and can’t fault Dan’s case. But doing as he asks […]
How good leaders make bad decisions
… and right after the McKinsey survey, HBR has an article by Andrew Campbell, Jo Whitehead (Ashridge) and Sydney Finkelstein (Dartmouth) on neuroscience revelations about how leaders’ judgment […]
How companies make good decisions
McKinsey asked senior managers in companies that made good and bad decisions about their decision-making processes: who was involved, what drove the decisions, the analysis done, role of […]