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4. Effective decision-making
Welcome back to this short series on The Effective Executive by Peter Drucker. Here’s what we’ve covered so far:
Here’s what we’ll be going over today…
Effective decision-making
“A decision is a judgment. It is a choice between alternatives. it is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong” — but much more often a choice between two courses of action neither of which is probably more nearly right, than the other.”
Drucker says that every decision we make is like surgery.
Every decision is an intervention into a system and therefore carries with it the risk of shock.
So, how do we make the right decisions—and avoid getting shocked?
Actionable insights
To make effective decisions:
- We shouldn’t rush the decision-making process,
- And we shouldn’t make decisions without hearing from an opposing party first — that is, we shouldn’t decide without a disagreement. Why? Because disagreements force us to look at things differently, thus stimulating the imagination, and eventually leading us towards the most effective decisions in the long run.
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