BUSINESS SKILLS 6/2019 Business Spotlight 41of our own role. It may be that deciding
to support others would deliver a higher
value, for example if their roles are po-
sitioned closer to satisfying customers’
needs and winning new business (sales),
or securing underlying profitability (pro-
curement and finance) or the company’s
long-term survival (research and devel-
opment).
The typical way organizations are
constructed in silos — with poor cross-
functional cooperation and people incen-
tivized to take decisions according to the
logic of their own roles — can be phenom-
enally ineffective. Working against such
structures for the benefit of the organiza-
tion as a whole is an important leadership
decision for everyone.
Ask yourself: What decision-making
logic do I normally use at work? Do I de-
cide to “just do my job” or is my decision-
making based on the interests of the or-
ganization as a whole? Have I ever dis-
cussed my decision-making logic with
colleagues?incentivize sb. to do sth.
[ɪnˈsentɪvaɪz]
, jmdm. einen Anreiz
bieten, etw. zu tun
procurement
[prəˈkjʊəmənt]
, Beschaffung
silo [ˈsaɪləU]
, hier: eigenständige
EinheitKEY TIPS!
*
Discuss with your team and
colleagues the decision-making
process in your organization.
*
Think about the basis of the
decisions that you make at work.
What data do you use and how
reliable is it?
*^
Think about the role that
emotions and cognitive bias play
in the decisions that you take.
What can you do to understand
these better?cognitive bias
[)kQgnEtIv (baIEs]
, kognitive VerzerrungCaption
caption
captionWE CHOOSE
BOTH TO DO
SOMETHING
AND NOT TO DO
SOMETHING AT
THE SAME TIME
Illustrationen: Yann Bastard
Setting priorities:
facts or feelings?