Chapter 3: Decision-making and problem-solving 51Time must be taken on the first, otherwise integrity, or the value
of truth, is lost in the process.Thinking first and then deciding what
to do is the correct order in decision making. Getting at the truth
should make knowing what to do easier.
In many respects, it is better to behave as if truth is an object, that
it must be discovered. The truth and valuing what one discovers,
should be seen as ‘objective’ with one’s own views and conditioning
recognised and relied on or discounted as needs be.
When you rely on others, as managers so often do, you may have
to sift information from their ‘valuations’ (information plus
judgement).This is another form of valuing – of knowing who and
when to trust to give you truth, or truth backed by acceptable
value judgements. Questioning is a valid part of establishing the
credentials of the adviser and the credibility of the advice. Can you
trust the person to tell the truth backed by sufficient expertise or
insight? You will learn by experience to recognise the people who:
- tell you what they think you want to hear
- express a view thinking it might agree with your own
- are watching their backs
- try to hide things.
Be scrupulous in establishing the truth – ask questions until you are
satisfied you have it right.
You are good at valuing if you can say that invariably you have good
judgement and the converse is also true. Knowing the truth or reality
can then be followed by deciding what to do.
Also, beware of inaccurate figures (even from accounts departments!),
errors in facts, figures and assumptions and specious assurances –
all must be tested for accuracy and ‘truth’.