When deciding is easy, we decide so quickly that we hardly notice we've made a decision. When we identify an activity as a decision, we usually do so because the deciding part is hard. That might be why so many "decisions" seem difficult.
Sometimes, when a decision is difficult, the source of the difficulty lies beyond the issue itself. Here are some situations that can make deciding difficult.
- Personal conflicts of interest
- Whether the decision has personal consequences for the decider or for another, concerns about conflicts of interest can make deciding difficult. We worry about accusations of vendetta, revenge, favoritism, or corruption, even as we struggle to find an ethical path.
- If you can take the personal consequences out of the decision, the decision itself is usually clear. The real problem then becomes dealing with those personal consequences. If you can't find a way to separate out those consequences, perhaps you aren't the person who ought to be making that decision.
- Organizational conflicts of interest
- Sometimes the conflict of interest arises from your affiliation with an organizational element, or a history of toxic conflict between your organizational element and others.
- The effects of organizational conflicts of interest are similar to those of personal conflicts of interest, though they're usually less intense. It's usually best to either find a way to don the statesman's hat, taking the part of the whole organization, or stand aside.
- All your choices are bad
- Even when all your choices are bad, the deciding usually isn't the hard part. The challenges are accepting that there is no good outcome, and learning to live with whatever ickiness you chose.
- Before you make the decision, be certain that you've examined all the possible choices. Abandon dogma and cherished beliefs to expand the range of choices you're willing to think about. Once you've done that, even if you uncover no good solution, acceptance of the least undesirable outcome is a little easier.
When we're confused about the source of the difficulty in making a decision, we struggle with the decision itself, and that isn't as likely to produce a viable outcome. It's usually best to determine what the problem is first. Solving something else is less likely to lead to a solution.
Once we When all your choices are bad,
the deciding usually isn't the hard
part. The challenge is accepting
that there is no good outcome.understand the source of difficulty, the decision itself can suddenly become clear. We then know what choice to make, and the problem then becomes figuring out how to deal with the consequences of that choice.
Watch for a chance to observe a group struggling with a tough decision. Is the decision itself the source of the difficulty, or does the difficulty arise from the consequences of the decision? When the difficulty does lie elsewhere, how can you help? Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenGcdfMMGAvxNXiywDner@ChacAPDPymIPisYUOVInoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Ethics at Work:
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly
tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing
that almost all of us consider ethical. Here's a framework that makes a good starting point.
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers,
project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III
of our little collection of lie detection techniques.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrPGNrUAbQHhwbaPEner@ChacCRfoAcnkEBXFtJyjoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.