40 Business Spotlight 6/2019 BUSINESS SKILLS
- Deciding and not deciding
It’s easy to think of decision-making as
primarily an active process. On this basis,
when we make a decision, we are choos-
ing to be powerful and decisive. When
we procrastinate and avoid taking a deci-
sion, on the other hand, we are somehow
weak and indecisive. Yet this language
disguises an important reality about
decision-making, namely, that we cannot
not take a decision. We are always choos-
ing a position, a direction or a preference.
We choose both to do something and not
to do something else at the same time.
And we need to take responsibility for
both decisions simultaneously, as they
both have real consequences.
This may sound both rather philosoph-
ical and rather obvious. Yet it quickly
leads to real and complex dilemmas in
the workplace. We are constantly being
encouraged to be positively decisive, to
do the right things in performing our role.
This is logical in many ways, yet we need
to bear in mind that each decision we take
to perform our role means we decide not
to do other things that may help and sup-
port others to reach their objectives. In-
deed, much of our behaviour is based on
decisions that prioritize our own targets
(and bonuses), rather than the targets and
needs of colleagues. Yet the decisions may
not make sense if we consider a broader
definition of “benefit” that extends to our
entire organization.
A more holistic view of “correct” deci-
sions needs to challenge the narrow basis
of decisions made according to the logicdisguise sth.
[dɪsˈɡaɪz]
, etw. verschleiern;
hier: verkennen
holistic
[həʊˈlɪstɪk]
, ganzheitlich
procrastinate
[prəUˈkræstIneɪt]
, zögern, Dinge
aufschiebenCase study: Taking a tough decision
Peter has recently arrived in Dubai from the US to
take up a new position as head of supply chain for
an international chemicals company. On arrival, he
personally recruited a number of new and young
staff who he felt would bring a new perspective and
dynamism to an underperforming function. After
three months, he is facing a number of challenges as
a result of his decisions. He decides to ask a former
colleague, Jess, for some advice.Peter: Can I ask your advice on something?
Jess: Sure. Go ahead.
Peter: I recruited a young guy when I arrived. Raj
is his name. He’s from India. His job is to
deal with the import side of the business
and clarify things with customs here in
Dubai. He’s really talented and his perfor-
mance is amazing.
Jess: So, sounds like you took a good decision.
Peter: Yeah, I thought so. But I’ve just been told
that he’s been bribing customs officials to
get our products fast-tracked through the
docks. And now I have a dilemma about
how to handle this.
Jess: But isn’t that normal in that part of the
world? In fact, it’s not really bribery, is it?
It’s just commission, right?
Peter: I’m not sure what’s normal, to be honest.
But it’s illegal. Do I fire him? I don’t want
to be the big, bad autocratic boss from the
US. I want people to feel secure here, so that
they can perform well.Jess: OK. My feeling is that you should have a
quiet word with Raj. Give him a second
chance. I think such a decision would send
the right signal. People can make mistakes
but need to learn from them.
Peter: I’m not sure. I like the guy, and he was trying
to do the right thing. Maybe I should also
talk to his team leader and get his thoughts.
What do you think?
Jess: I understand. But in the end, you’re the boss.
You take the decisions. If you start consult-
ing everyone, you’re going to lose authority.
Peter: OK, I need to think about this. There are dif-
ferent ways to handle this. It’s tricky.
Jess: Don’t wait too long. Remember: the worst
decision is no decision!What to think about
⋅ What is the key decision that Peter is facing?
⋅ What do you think about Jess’s advice to give Raj
a second chance?
⋅
How important is it for Peter to talk to Raj’s team
leader?amazing
[əˈmeɪzɪŋ] ifml.
, großartig
bribe sb. [braɪb]
, jmdn. bestechen
bribery [ˈbraɪbəri]
, Bestechung
clarify sth. [ˈklærEfaɪ]
, etw. klären
commission
[kəˈmɪʃ&n]
, Provision(szahlung)
customs [ˈkʌstəmz]
, Zoll
docks [dɒks]
, Hafenanlagen
fast-track sth.
[(fA:st træk]
, etw. im Schnellverfahren
durchleiten
function
[ˈfʌŋkʃ&n]
, hier: Funktionsbereich
have a quiet word with sb.
[hÄv E )kwaɪət
(wɜːd wID] , in Ruhe
mit jmdm. reden
recruit sb. [riˈkruːt]
, jmdn. einstellen
supply chain
[səˈplaɪ tʃeɪn]
, Lieferkette
tricky [ˈtrɪki]
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