LOW-CONSEQUENCE WORK-ORIENTED DECISIONS
Most job-oriented decisions the front-line supervisor makes are low on the consequence scale. Even a bad decision will have little impact on productivity or the image of the supervisor. Faulty low-consequence decisions are usually easy to correct. Generally speaking, minor problems can be solved immediately and then forgotten. They should be disposed of in an orderly and efficient manner without consuming too much time. The major threat with these problems is that they may become psychological hangups for the supervisor when a clear-cut decision is not obvious and, through indecision, the supervisor permits the problem to become a major source of frustration. This kind of distortion is a luxury the supervisor cannot afford. The following half-minute procedure will help you make quick, frustration-free, low-consequence decisions.
1. |
Take time to restate the problem and review the facts in your mind (about ten seconds). |
2. |
Compare the first answer you think of with at least one other possibility. Weigh one against the other and try to come up with the best choice. If a decision is not obvious, make one anyway (about fifteen seconds). |
3. |
With confidence that you have made the right decision, announce it to those involved and move on to something else (about five seconds). |
It is a serious mistake to make a big thing out of a low-consequence decision. You will lose the respect of your supervisors and the confidence of your employees. Recognize a small problem for what it is, give it the treatment recommended here, trust your judgment, and then move on to something more important.