It’s time to lift our game and make sure we understand, address and then perfect the decision-making process rather than allow it to continue to be one of the dirtiest little secrets of organizational ineffectiveness. Leaders have been afraid, for far too long, to face up to the fact their decision-making processes are likely failing to deliver the intended results.
Too many senior executives mouth the right words, but really don’t believe in the positive benefits of learning from mistakes. If they did, you would have to wonder why they have not done a much better job of formalizing the means through which organizations conduct post-mortems so they can learn from mistakes and improve the decision-making process. In short, we need to revamp the very definition of organizational decision-making. It must be expanded to include not just an evaluation of the end result of the decision itself but must also include a formal mechanism to ensure we capture the learning from our mistakes and misjudgments. In short, we need to focus on both the result and the means and constantly be on the lookout for ways to improve our decision-making acumen so it strengthens over time.