The John Adair Handbook of Management and Leadership

solution, being affected by emotion, power politics, the influences

of other people and by their own values. Often a decision is a

compromise between different courses of action, being one that:

• agrees to some extent with one’s own personal interests, needs
  or values


• meets the value standards of superiors


• is acceptable to those affected (by the decision and for carrying
  it out)


• looks reasonable


• has an escape element of self-justification if it all goes wrong.
  Clearly such approaches to decision-making must be removed from
  your approach!
  Finally, managers need to be prepared to make time to think about
  decisions – to devote quality time to this crucial area of activity; to
  avoid superficiality (resulting from performing a great variety of tasks
  with little time to spare) because thought must be as important as
  action; and to involve other people (colleagues, subordinates and
  superiors) in making sensible management decisions.

Key elements of effective

thinking and decision-making

Analysis

An essential ability in analysing is to be able to break the whole up

into its component parts, particularly complex matters into its

simple elements.

46 The John Adair Handbook of Management and Leadership