Big decisions, be they on new government policy, large infrastructure projects, or IT transformation are consequential and can deliver poor results. It's thought that such decision-making is done deliberately and very carefully. But not so. Big calls are often made intuitively without much thought about the detail. And there's debate about whether that's OK or not. It's not just about thinking style either, it depends on who's in the room and what sort of behaviour is acceptable.
Our research into how those in power make such decisions shows that successful leaders don’t just rely on one style of thinking — deliberate thinking or heuristics, they use both depending on the situation.
As a research-driven advisory, we help leaders make better big decisions by providing masterclasses and workshops, decision diagnostics and governance design.
