Decision-making is a core function of the Agile coaching process. This article outlines common misconceptions about decisions, what undermines effective decision-making, and a structured problem-solving approach.
Myths of Decision-Making
- Higher authority makes better decisions. Moving decisions up the organizational hierarchy doesn't guarantee quality—it leads to centralization where one person controls everything. Decisions naturally escalate anyway.
- More time spent deliberating produces better decisions. Extended deliberation can cause decisions to grow stale and stagnate. Complex issues may require time for experimentation rather than endless thinking.
- A good late decision beats a mediocre early one. Timely decisions benefit teams more than perfect decisions made too late. Delays waste precious time, and even imperfect decisions made on schedule outperform delayed ones.
Causes of Ineffective Decision-Making
- Lack of clearly-defined goals and objectives – Teams cannot act without direction.
- Insecurity of position or authority – Leaders postpone decisions from fear of consequences.
- Lack of information – Either no clear alternatives exist or too many seem viable.
- Desire to maintain status quo – Comfort with current conditions prevents necessary change as markets and teams evolve.
The Problem-Solving Process of Decision-Making
- Orientation to the situation – Familiarize yourself with background using analysis, experience, training, and intuition.
- Identification of key facts – Gather facts that reveal reality using open-ended questions. Sift information and deduce logically.
- Identification of major problems – Determine root causes by asking why things happen as they do. Seek perspectives from others.
The article recommends taking an empirical approach: "Experimentation is key. The more you experiment… the more you can learn quickly!"