This is not a political blog. It is not meant to make big socio-critical statements. On the back of current media attention and in my view history defining events, however, I find it impossible to continue this blog ignoring the issue of how to deal with the on-going refugee crisis. Related criticism of and clear helplessness by politicians is at an all-time high in light of the heart-breaking pictures of so many families facing the elements on European borders as winter sets in.
Reflecting on the complexities involved in finding solutions to the current crisis, the stance various leaders are taking and how different governments are dealing with their responsibilities, creates a direct link to a key coaching question: How do you make tough decisions of major importance?
The importance of a decision is generally measured in terms of anticipated impact. In business this mostly means numbers and many tools have been developed to facilitate the process. Of course, the most important decisions usually are also the most complex, making accurate assumptions about consequences close to impossible.
If a situation can be clinically analysed with the help of a sound data set, decisions tend to be straightforward. Anyone in a leadership position, however, has to make critical decisions on a regular basis that cannot solely follow a logical process. These range from quick judgment calls to dealing with major risk in light of complete ambiguity. Along this spectrum the assessment of anticipated consequences and how they would be managed remains the crucial factor. No wonder, therefore, that timeliness and quality of decision making have long been identified as essential leadership competences. A good balance of logical and intuitive judgment combined with a calm mind under significant pressure are key prerequisites to set a course through complex situations with uncertain consequences.
At what point, however, does a decision become one where impact assessment does no longer matter? Where is the line between commercial/economic decisions and decisions of conscience? When should a decision be purely a question of ‘Doing the Right Thing’?
Is the current refugee crisis one of those situations where the only concern should be about doing ‘The Right Thing’ and dealing with the consequences as and when they occur whatever they turn out to be?
http://www.vagabomb.com/The-Syrian-Refugee-Crisis-Explained-Perfectly-With-a-Simple-Animation-Video/
What is the most far-reaching decision on your table at the moment? What would you be prepared to risk to do ‘The Right Thing’?
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