The Consequences Model


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 doubt and decision.

Beware! We often alter our decisions because we have doubts. But not making a decision is a decision 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 theorists Kristian Kreiner and Soren Christenses encourage us to be courageous, and make decisions on minimal information.

I’d rather regret the things I have done than the things that I haven’t.
-Lucille Ball

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