AMC Issue: 008 January 2026
Our everyday existence is a constant decision-making process, when to get up, what to wear, what to eat, what to read, when to have a coffee, what to do next, and so it goes on. In this month’s AMC© we are addressing decision-making, but it is the all-important creative and strategic decision-making that is absolutely critical in business or any organization for that matter.
Decide or Face the Consequence
Progression Results from Decision-Making
There was a time in corporate life when the importance of an individual and organizational decision-making capability was clearly understood, occupying a prominent position in management training and development. Decision-making, in particular creative and strategic decision- making, is, and always will be, a core platform in individual and organisational progression, however, it no longer seems to attract the attention it should. It is an important, broad and complex subject, therefore impossible to cover comprehensively in the space we have available in this forum. However, we can offer some pertinent points with the intent of stimulating thought, review, and action if considered necessary to improve personal and organizational efficiency and dynamics. Be assured, the decision-making prowess of an individual or an organization will play a major role in defining its character.
Today there are many and varied reasons attributed to poor, even non-existent creative and strategic decision-making and let’s visit a few. Homogenous practices particularly those enabled by technological crutches are undermining decision-making and will be exacerbated by the increasing reliance on technological aids. Born of anxiety and psychological paralysis over options, the fear of making decisions and overthinking, inevitably contribute to confusion and inaction, whilst ego and ignorance can negatively impact outcomes. Needless to say, lack of commitment and sloth do not contribute positively to decision-making. However, in my opinion and experience, two of the most common barriers to effective decision-making is procrastination and circular interaction and processes.
Regardless of what we assume, and given that creative and strategic decision-making flair is such a vital asset to an individual and organization, can I suggest it be on your agenda, regularly reviewed, even workshopped with staff, and I offer the following suggestions:
1. Encourage all staff members to make decisions, even allow them to make errors as long as they are not repeated, a natural and productive education is learning from your mistakes. It is better to make decisions than not make them at all, as long as incorrect ones are not destructive. The goal here is to ensure the percentage of good decisions far exceed the bad ones, and remember, if you don’t make mistakes, you are not making decisions.
2. The most important creative and strategic decision-making process is consultation, remember the saying no person is an island. Furthermore, it is always wise to consider your decisions before making them. Important corporate decisions can be workshopped with relevant team members, furthermore, inclusion is another sign of a healthy organization and culturally beneficial.
3. As has been flagged previously there can be significant psychological hurdles to decision-making a state that requires encouragement and mentoring, but may require specialist assistance from a suitable professional. Be aware, some of the worst corporate decisions are promoting individuals beyond their capability (the Peter Principle). Zealously guard against this outcome.
4. I believe in the value of first instincts; however, it remains advisable to review and consult.
5. Organization that don’t make decisions can be considered moribund.
There is a lot more that can be said about our subject matter, but I trust we have established the message for your acceptance, rejection and/or consideration.
Until next month
All the best
Frank Hinton
President
ACETA
Decide or Face the Consequence
Progression Results from Decision-Making
There was a time in corporate life when the importance of an individual and organizational decision-making capability was clearly understood, occupying a prominent position in management training and development. Decision-making, in particular creative and strategic decision- making, is, and always will be, a core platform in individual and organisational progression, however, it no longer seems to attract the attention it should. It is an important, broad and complex subject, therefore impossible to cover comprehensively in the space we have available in this forum. However, we can offer some pertinent points with the intent of stimulating thought, review, and action if considered necessary to improve personal and organizational efficiency and dynamics. Be assured, the decision-making prowess of an individual or an organization will play a major role in defining its character.
Today there are many and varied reasons attributed to poor, even non-existent creative and strategic decision-making and let’s visit a few. Homogenous practices particularly those enabled by technological crutches are undermining decision-making and will be exacerbated by the increasing reliance on technological aids. Born of anxiety and psychological paralysis over options, the fear of making decisions and overthinking, inevitably contribute to confusion and inaction, whilst ego and ignorance can negatively impact outcomes. Needless to say, lack of commitment and sloth do not contribute positively to decision-making. However, in my opinion and experience, two of the most common barriers to effective decision-making is procrastination and circular interaction and processes.
Regardless of what we assume, and given that creative and strategic decision-making flair is such a vital asset to an individual and organization, can I suggest it be on your agenda, regularly reviewed, even workshopped with staff, and I offer the following suggestions:
1. Encourage all staff members to make decisions, even allow them to make errors as long as they are not repeated, a natural and productive education is learning from your mistakes. It is better to make decisions than not make them at all, as long as incorrect ones are not destructive. The goal here is to ensure the percentage of good decisions far exceed the bad ones, and remember, if you don’t make mistakes, you are not making decisions.
2. The most important creative and strategic decision-making process is consultation, remember the saying no person is an island. Furthermore, it is always wise to consider your decisions before making them. Important corporate decisions can be workshopped with relevant team members, furthermore, inclusion is another sign of a healthy organization and culturally beneficial.
3. As has been flagged previously there can be significant psychological hurdles to decision-making a state that requires encouragement and mentoring, but may require specialist assistance from a suitable professional. Be aware, some of the worst corporate decisions are promoting individuals beyond their capability (the Peter Principle). Zealously guard against this outcome.
4. I believe in the value of first instincts; however, it remains advisable to review and consult.
5. Organization that don’t make decisions can be considered moribund.
There is a lot more that can be said about our subject matter, but I trust we have established the message for your acceptance, rejection and/or consideration.
Until next month
All the best
Frank Hinton
President
ACETA