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Decisions are rarely as rational as they appear.
Even with data, analysis, and formal process, decisions are often shaped by personality, context, and thinking style. Sometimes that works. Sometimes it doesn’t.
Leaders can rely on inuitive thinking when deliberation is needed, or analyse when action is needed. Organisations also have limits to the load they can carry, shaped by how work is organised, and by underlying behaviour.
When resistance to poor decision-making lacks power at the point of commitment, resets and broken promises follow.
Sein helps organisations make decisions they can carry.
Power shapes decisions in organisations in many ways. Who’s in the room and how they think can matter more than formal process.
Policy decisions are often presented as the result of detailed analysis and careful deliberation. In practice, they’re shaped by who’s in the room, their experience, and what’s going on.
