Decision Context

One of the most impressive business leaders I have met is now CEO of a major corporation. One of this individual's key gifts is the ability to focus on what really matters when it comes to making decisions. This individual asks penetrating questions that get to the heart of the matter.

Focusing on what really matters is in direct contrast to what we observe in most business meetings. Discussions wander aimlessly until someone recognizes the need to get back on track. Many meetings end (on the hour of course) with the group no closer to a decision or plan of attack then they were when the meeting began.

What does really matter when it comes to making a decision? We refer to the collection of data relevant for making a decision as that decision's context. The April 3 post explained that decision context can be more than "just the facts," also encompassing the emotional state of the decision maker. The following questions suggest other relevant data:

1. What does the decision-maker or organization value?
2. How will the decision's outcome be measured?
3. When must the decision be made?
4. What budgetary, resource, political or other constraints limit potential alternatives?
5. Which other decisions should be made consistent with this decision?
6. How complete and trustworthy are available factual data?
7. Which aspects that influence the decision's outcome are uncertain (e.g., the economy)?

The amount of contextual data for a complex decision can be enormous. Getting lost in the details and following irrelevant paths are clear dangers. To avoid these pitfalls, I suggest the following alternatives:

1. Retain my CEO friend.
2. Frequently ask yourself, "what is relevant?" and "is what I am pursuing relevant to the decision at hand?"