Title: How To Overcome The 'Analysis Paralysis' Of Decision-Making
Headings: How To Overcome The 'Analysis Paralysis' Of Decision-Making
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How To Overcome The 'Analysis Paralysis' Of Decision-Making

Content: In other words, the decisions made by one leader have vertical and horizontal effects both internal and external to the organization, and if people or departments are waiting on you then progress is at a stalemate. Determine the last possible timeframe by which a decision must either be made or removed from the decision-making table. Get a sanity check. Including others in the decision making process serves multiple purposes. First, it shares your thought process as a leader and thus serves as a coaching tool for up-and-comers. After all, what leader doesn’t want to improve his/her people? ( Well, the toxic ones, that’s who). Second, you build diversity of thought that affords you greater context that only adds to your decision-making repertoire for next time. Now, I'm not advocating a democratic leadership style by any means--nor condoning one either, as leadership is situational. Obviously you can’t enlist alternative viewpoints all the time (i.e. when time is of the essence) but when you can, it only serves the effectiveness of the outcome.