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Influencing Decisions with Decisions

 

Robert Dirks says he can see in his working environment that a lot of people have poor decision latency. Decision latency is the time before a person decides. The Standish group has investigated the decision latency in projects and conclude that a high decision latency will affect the outcomes of a project. Because people are afraid of making the wrong decisions they’re not making decisions. Which often have more negative outcomes. By making fast decisions, you can also correct wrong decisions. So, a short decision latency isn’t saying anything on making good or bad decision, but by making fast decision you can enhance your influence on the outcome of the decision. By using the information that you receive to deciding, you can decide if it was the best option, or that you still need to influence the previous decision.

Ernst added: If I need a decision to be made by my boss usually I set her a deadline and add "No answer/decision by the deadline means agreement" (with what I was suggesting). Additionally you should never ask for a decision without justifying and suggesting your preference. So after all I'm not only influencing decisions with decisions but also decision maker with suggestions. The ideal boss is the one you can tell (or at least influence or nudge) how to decide and what to do.

 

 



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Subject Matter

Executive SponsorExecutionEmotional Maturity
 

About the Contributor:

Attributed Author

Robert Dirks

Robert Dirks is a consultant, specialized in the domains governance, risk a compliance. He enjoys working with different customers and challenges in these domains. His main drive is to be the black sheep in the flock, so where colleagues focus on being specialized in ethical hacking, auditing, awareness campaigns or risk management, he things the future is in enterprise alignment. Therefor he started in 2017 with the executive master in IT Governance and assurance at the Antwerp Management School.
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