Complexity and rapid change

• Decision making is a bit like strategic planning. The old school of strategy said you could plan fully before acting. The emergent school says that strategy emerges through trial and error learning.
• Very few decisions can be based on certain knowledge - especially in the midst of rapid change and complexity. See also what it means to make a decision.
• It's like being at a buffet full of unfamiliar food. You can't decide what you like without tasting it. Faced with complexity, you might need to try several options before deciding which one is best.
• Deciding becomes a matter of learning or recognition rather than a rational analytic process you go through before taking any action.
• Learning to live with trial and error decision making means getting more comfortable with ambiguity and risk.
• How can you become more comfortable with ambiguity and risk?
• How can you lead your organization to alter its decision making culture?
• Can you base your confidence on a new approach to making decisions?
• Discomfort with ambiguity and risk stems from fear. Fear is not a strong basis for leadership. Rather, it motivates some form of escape or avoidance.
• What would most enhance your self-esteem - avoiding risk and feeling safe or taking risks even if you fail?
• Failure can be mitigated if expectations are well managed and ownership is well spread across key stakeholders.