We are often forced to make decisions based on limited or ambiguous information. At the beginning of a project, for example when the finer details have yet to be clarified, we need to be bold in our decision making particularly because these early decisions have the most far reaching consequences. Towards the end of a project we know more and have fewer doubts, but by then there is no longer anything fundamental to decide.The most important question, then, is how we can bridge the chasm between decision and doubt.
Beware! We often defer decisions because we have doubts. But not making a decision in itself. If you delay a resolution it is often an unconscious decision, one that you do not communicate. This leads to uncertainty in a team. So if you want to make a decision later, be sure to communicate this clearly.
With this model, the Danish Organisation theorist Kristin Kreiner and Soren Christen encourage us the be courageous, and make decisions based on minimal information.
I'd rather regret the things I have done than the things that I havent. Lucille Ball
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