All the wrong moves (case study on the decision-making process)

Citation

Garvin, D.A. (2006), "All the wrong moves (case study on the decision-making process)", Strategic Direction, Vol. 22 No. 7. https://doi.org/10.1108/sd.2006.05622gad.009

All the wrong moves (case study on the decision-making process)

All the wrong moves (case study on the decision-making process)

GarvinD.A. Harvard Business Review, January 2006, Vol. 84 No. 1, Start page: 18, No. of Pages: 9

Purpose – To present a hypothetical case study illustrating the potential problems associated with inappropriate decision-making processes. Design/methodology/approach – Describes a scenario in which a company faces the recall of its best-selling performance-enhancing sports supplement following the addition of a new ingredient. Outlines the relationships between the scientists and managers within the firm and shows how external pressures lead to tensions and difficulties in a largely consensus-based approach. Findings – States that an external consultant brought in to conduct a review of the process finds concerns about louder voices predominating, although some see decision-making as democratic and inclusive. Reports the views of several commentators, suggesting that enquiry and objective analysis have been neglected. Points out that the chief executive is responsible for assessing risk through continuous questioning, creating an environment of accountability and taking the final decision. Discusses the importance of a consistent leadership style in maintaining trust and the value of clear management process rules. Adds that investment in developing leaders and rewarding unit performance as well as individual contribution yield benefits when hard decisions need to be made. Originality/value – An exploration of common sources of difficulty in achieving a consistent quality of decision-making.ISSN: 0017-8012Reference: 35AE554

Keywords: Decision making, Leadership, Organizational behavior