can, and so trying to understand where they are, what risks they can take when somebody is going
out on a limb and what it takes to give him the safety line if he’s out on a limb. And who you
might need to hear it from, because sometimes it’s a company vice president didn’t want to hear it from
me as an enheard it from a deputy center director that says gineering manager at (facility) – but if
‘we’re going to figure this one out’ that’s a different thing. He’s got a peer-to-peer relationship; he
knows these are folks he’s doing to be doing business with for the long term. Sometimes it’s who
has to send the message and be signed up for it.
Researcher: so sometimes when we think of decision making, we think of it in the cognitive domain. And
you’ve touched on some of the more emotional or affective aspects of decision making. So is it
predicated on the relationship, the trust, the credibility – are there other affective elements of
that?
A8: I think the biggest thing is the relationship and the credibility, because that’s – (5 second pause) – at
some leveat which a commitment is being made. So I go back l it’s also the level within an organization
and say they might need to hear it from a center director, a company VP (vice president) knows that
if he’s heard it from a center director at (something didn’t go the way we wanted it to go and facility) and
they ended up taking it at some level we owe them. They’re obviously restrictions within the
government in terms of what you can do about it: you can’t just turn around and give them other
business as recomalways decisions that can go one way or the other pense. But there are – they’re
and so they’ll know that at the very worst if at some
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“the biggest thing is the relationship and the credibility”
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MENTORING
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EIRELATEEIVALUE
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