Guest Post by Malcolm Peart (first posted on CERM ® RISK INSIGHTS – reposted here with permission)
“Any decision is better than No Decision” goes the Law of Decision making. However, sitting on the fence, humming and hawing, chewing the cud, weighing every option, exploring every avenue and leaving no stone unturned can, and often does, eventually amount to, at the end of the day, and in its cold light, without beating about the bush, or wasting any more time…indecision.
Indecision, at least for those affected, leads to a number of things including frustration, demotivation, and anger. These feelings are not felt by those who dwell in indecision as they are blissfully unaware and are ignorantly oblivious as to the adverse effects of their procrastination. They are also incognizant as to their responsibility for wasting everybody’s precious time as well as being bewilderingly ignorant that a definitive decision to do nothing may allow for some productive work elsewhere. But they would rather keep people on tenterhooks and in a state of limbo and avoid any gainful and concurrent activity. Productivity for them is of no consequence…people can always catch up later…or can they?!
However, how is it that those who cannot or will not make a decision end up in a role within an organisation, in a position that is dependent on making decisions, survive? Incredulously, not only do they survive the appear to thrive…but how?
Easy! Despite an inability to decide they create the impression of having done so! If things turn out to be right, then all’s well and they can take credit. If it’s wrong, then somebody else may be blamed by casting doubt onto those who acted and that such action was taken on their own volition. By doing so and manipulating other people to believe that a decision had been made what better way of surviving in a senior management environment, as well as rising well above any level of incompetence by virtue of never having their competence proved … the virtual decision.
Virtual Decisions
The virtual decision, not unlike virtual reality, gives the perception of something being real when, in fact, it’s not. Virtual reality gives an experience through perception as our minds and senses are effectively tricked into believing that a situation has happened. Virtual decisions are the same. They only give the appearance of a decision having been made but, despite being fully aware that a decision hasn’t been made, some people eventually believe that one has. But why and how?
The inaction of those who should make decisions forces other people who must ultimately take action to make decisions on their own accord. However, these are taken based upon the perceived intentions of those in power. In the absence of uncomplicated communication any course of action is based upon unclear messages and uncorrected misunderstandings that, through indecisive behaviour, can become purposely propagated rumours or, even better, innocently implied ones. Decisions that are arrived at through the halfway house of interpretation and speculation are, at best, fraught with risk.
The decision makers who cannot make up their minds but attempt to share, or rather shed the burden of responsibility to somebody else, convince people that efforts are being made to make a decision. This is done through covert communications that ultimately become the platitudes that convince people that a singular course of action has been decided upon. In this way a decisive decision is avoided and people act in their own way, on their own volition, and in the belief that they are acting correctly. If things go well, success occurs and a decision can be declared retrospectively. If failure occurs then blame may be apportioned as people acted ‘’hurriedly”, impulsively or contrary to the intent of the all but clear communication and the possible confusion of the situation.
The Art
The decision makers, or rather those that should be making decisions, use their time plying for ideas, and sowing possible seeds of innuendo. They speak in a veiled manner that clouds any perception of any definitive course of direction. But, nevertheless, and here’s the rub, they leave their listeners with a feeling that something ought to be done but not exactly what should be done. Vagueness coupled with vagaries results in confusion. However, and in the absence of clarity, those that need to act attempt to unravel and make sense of the indecision so that they may formulate the best way to move on and, not only do things right, but in good faith, do the right thing.
The intimation and possibly divisiveness of anything less than definitive direction requires people to make an interpretation of a less than clear picture. In the light, or rather murky haze of indecision and the frustration that procrastination and pontification bring, coupled with an obvious clear lack of any direction, but an equally obvious need for action, some brave soul will take charge and decide what must be done.
Reality
If or when a decision is made by someone other than the designated decider, then the outcome of that decision will result in either success or failure to some degree. However, the eventual outcome is not necessarily binary. Despite the clarity and focus that a virtual decision finally brings there are three possible outcomes for the responsible party
- Success – whereupon the undecided decider can take credit and share the limelight as well as possibly being praised for having encouraged their subordinates to use their initiative under their direction, or the influence that they imbibed on their peers or superiors.
- Failure – whereby the ditherer can cast blame disparagingly focus the spotlight of blame upon a mutinous crew who took matters into their own hands and acted on their own volition. Alternatively, their seniors or peers can be blamed for having been somewhat rash, or hurried, and not seeking advice or clarification of a suitably vague but contrary view.
- Benevolent malevolence – no matter what the outcome of any decision and be it success or failure those in power who should have provided a decision can, benevolently, admonish those who took the decision for overstepping their mark and take malevolent action later depending on how their face fits or any political favours that can be obtained.
Decisions need to be made. But, for those who should but don’t, won’t or can’t they get other people to make them on their behalf; not through delegation or escalation but the creation of the virtual decision and having others believe or perceive that they have, in reality been directed or recommended to take a particular course of action.
Conclusions
Virtual decisions allow decisions to occur without the risk of being seen to make a mistake. In respect of mistakes Einstein’s view was that “A person who never made a mistake never tried anything new.” Consequently, virtual decision makers manipulate somebody else to take the risk of trying something new and wait and see as to whether it works in the knowledge, or assumption that they can remain blameless.
By duping their subordinates, or even peers and superiors into making a decision then if things don’t turn out right, then safety can be easily sought. In reality such duping is decision avoidance but the very real creation of the impression that a decision has been made, or that responsibility has been passed on, is an art form.
If a mistake has never been made, then they may well rise through the ranks of an organisation with an unblemished record. And, depending on who they have nurtured through benevolent malevolence they can propagate their record of success with the virtual belief of having never been wrong. Theodore Roosevelt once said, “The only man who never makes a mistake is the man who never does anything” and organisation should watch out for the reality of virtual decision and their consequences.
Bio:
Malcolm Peart is an UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.
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