Even highly energetic people reach their mental limit at some point. 3 Fatigue and lack of engagement however are not the only elements that lead to bad decisions. In addition to "meeting fatigue", many managers also suffer from fatigue when it comes to making decisions.
After all, leaders depend on the inputs of their team, as these are extremely valuable for decision-making.īurnout and meeting fatigue are becoming serious problems in the corporate world. It therefore goes without saying that optimisation of meetings is needed. Introverts especially, who often consider things deeply whilst speaking less, and who are heard very little or not at all. In practice, however, participants can often feel excluded from conversations. For example, in a brainstorming meeting, the goal is to develop creative solutions and ideate new initiatives. This wastes time, increases stress levels, and only contributes further to the vicious circle of bad decisions.Tracking past decisions is a major problem in effective meeting preparation and decision making.Įven in meetings, participation can fall well below optimal levels. In this situation, decision makers find it difficult to follow up on past decisions, and therefore risk duplicating effort when deliberating the matter at hand. When this happens, the available material is often incomplete, inefficiently presented, or poorly organised. This occurs when only part of the information is available to validate decisions, even when the executive assistant, who has an important support role in the decision-making process, has done an excellent job in preparing the necessary resources. Just like diluted information flows, insufficient information also leads to bad decisions. A possible solution to this would be optimising the various flows of information. All of these stimuli are disruptive factors that can hinder productivity and lead to suboptimal decision-making. It also comes from email communication, collaboration tools, and social media, which - similar to meetings - are now an integral part of modern work. 2 This clearly increases the likelihood of bad decision-making.īut where does this constant flow of information come from? It comes from asynchronous communication, which takes place all the time, especially for executives working remotely, or in a hybrid model.
An overwhelming flood of information is washing over us: Researchers assume that our brains have to process five times more information today than in 1986. At the same time, they have also made it difficult for individuals, executives and employees alike, to concentrate on a specific task in isolation. The quantity and variety of technological developments in recent years have made many aspects of leadership both easier and more efficient. The paradox is obvious: with an overwhelming number of tasks, the potential for reaching the desired quality in each diminishes. However, decision makers have to fulfil a range of responsibilities simultaneously. The steps that advance strategic initiatives, problem solving, and the development of new approaches require a high level of concentration. Let's look at the main reasons that lead to bad decisions: There are, however, factors that prevent this from happening. Because, as Albert Einstein explained, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions." Understanding the reasons behind a problem is often the most important step towards solving it.įive key factors that lead to bad decisions in businessĭecisions are the result of many processes that must fit together as efficiently as possible. This article presents and examines some of the main reasons for bad decisions in business, in the hope that it enables leaders to make better decisions. As a result, in this increasingly complex world there is often a lack of clarity in problem-solving and decision-making, and bad decisions are made.īad decisions are a widespread phenomenon in organisations and their consequences are obvious. However, on a day-to-today basis, decision makers face a number of obstacles that make this task extremely difficult. That is why leaders constantly strive to make the best assumptions and choices, and why it is a large part of their core job. In business, strategic decision making affects the company at all levels. Discussions only occur when complex issues have a significant impact on the present or the future. 1 However, not all of these 2,000 decisions need thorough deliberation. According to academic studies, the average person makes upwards of 2,000 decisions per hour.
Making decisions is often a struggle, especially when they are important, and information is not available or is incomplete.
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