What it’s all about

In management, decisions are the centrepiece of action. However, the ability of managers to make clear and well-founded decisions cannot be taken for granted. Poor decision-making is a common phenomenon that challenges people and managers in particular. This paper aims to shed light on the concept of decision-making weakness from a philosophical and psychological perspective and to examine its relevance for leaders in self-management as well as in leadership management. Finally, the importance of decisiveness is considered in the context of a changing and digitalised business environment.

The philosophical perspective

The philosophical debate on decision-making has a long history. Philosophers have sought to understand the nature and meaning of decisions, examining ethical, ontological and epistemological issues. Aristotle viewed decisions as an expression of virtue ethics, emphasising that good decisions are the result of a balanced character. The “golden mean”, a central concept in his philosophy, suggests that decisions should not only be based on rational analyses, but also on the search for a harmonious middle ground between extremes.

Existential philosophy, represented by thinkers such as Søren Kierkegaard and Jean-Paul Sartre, brings a different perspective to the discussion. It emphasises the freedom and responsibility associated with decision-making. Decisions are seen as fundamental expressions of human freedom. However, this freedom can also be a burden, as it confronts the individual with the responsibility for their actions. Deciding in favour of one option also means excluding other options, which can lead to a feeling of despair or fear. Kierkegaard speaks of the “fear of freedom” that arises when individuals are confronted with an infinite number of choices.

In postmodernism, the complexity of decision-making is emphasised even further. Philosophical approaches such as post-structuralism question objective truth and emphasise the role of the subjective and relative. Decisions are seen as socially constructed actions that are strongly influenced by context, power structures and individual perspectives. This view opens up an understanding of the fact that decisions are never neutral, but are always coloured by the perspective and position of the decision-maker.

Psychological mechanisms of weak decision-making

Psychology provides valuable insights into the inner processes and mechanisms that cause decision-making weakness. One of the central concepts is cognitive dissonance, a term introduced by Leon Festinger. This dissonance describes the tension between contradictory thoughts or beliefs that often occurs when people have to make decisions that contradict their previous beliefs or behaviour. This tension can lead to poor decision-making, as people tend to avoid unpleasant decisions that require them to re-evaluate their beliefs.

Another important concept is the “paradox of choice” described by Barry Schwartz. It states that the multitude of options available can lead to an overload that impairs the ability to make decisions. Instead of increasing freedom of choice, too much choice can lead to decision paralysis as the fear of making the wrong choice becomes overwhelming. This paralysis can manifest itself in the form of procrastination or the constant postponement of decisions, which ultimately leads to a loss of efficiency and productivity.

Heuristics and biases also play a crucial role in decision-making. Kahneman and Tversky identified several cognitive biases that influence decisions. One of these is the availability heuristic, where people tend to make decisions based on the information that comes most easily to mind. This heuristic can lead to incorrect decisions as the most relevant information is not always used. Another bias is confirmation bias, where people tend to interpret information in a way that supports their existing beliefs. This bias can hinder the objective evaluation of alternatives and lead to sub-optimal decisions.

Emotions also influence decision-making. While rational considerations often take centre stage, emotional reactions are often the driving force behind decisions. Emotions can have both positive and negative effects. They can provide clarity and focus by speeding up and simplifying the decision-making process. At the same time, however, they can also cause confusion and hinder the rational evaluation of options, especially if they are based on unconscious biases or fears.

Decision-making weakness in the self-management of managers

For managers, self-management is an essential skill that significantly influences their effectiveness and success. However, poor decision-making leads to considerable challenges in self-management. Leaders who struggle to make clear decisions risk missing opportunities and losing credibility. Uncertainty and hesitation can hinder progress and undermine the trust of employees.

A key component of self-management is self-reflection. Managers need to be aware of their own decision-making processes and recognise the factors that influence their ability to make decisions. This requires an honest examination of one’s own strengths and weaknesses and a willingness to learn from mistakes. Self-awareness and self-confidence are crucial qualities that enable them to make informed decisions even in uncertain situations.

Structural approaches to decision-making can also be helpful. Methods such as decision tree analysis or scenario thinking are tools for approaching complex decisions systematically. These approaches promote a deep understanding of the possible consequences and help to reduce uncertainties. Defining clear decision-making processes and criteria can also improve the efficiency and consistency of decision-making.

Another aspect of self-management is the ability to deal with stress and pressure. Poor decision-making can be exacerbated by high levels of stress and the associated emotional reactions. Stress management techniques such as meditation, mindfulness and regular physical activity can help to strengthen emotional resilience and improve clarity of thought.

Decision-making weakness in leadership management

In leadership management, the ability to make decisions is of crucial importance as it has a direct influence on team dynamics and organisational performance. Managers are often confronted with complex and unpredictable situations where quick yet well thought-out decisions are required. Weak decision-making in this context can lead to a loss of trust and credibility, both with employees and other stakeholders.

Therefore, a clear and consistent decision-making style is needed to create a stable and productive working environment. Unclear or inconsistent decisions cause confusion and uncertainty within teams, which affects employee motivation and engagement. Transparent communication of decision-making and the rationale behind it is essential to promote trust and increase acceptance of decisions.

Managers should also not underestimate the importance of feedback and participative decision-making processes. By involving their teams in decision-making, they benefit from collective intelligence and improve the quality of decisions. This not only has a positive effect on employee commitment and motivation, but also strengthens the sense of personal responsibility and team cohesion.

The ability to delegate responsibility is another important leadership management skill. By delegating tasks and decision-making powers to suitable team members, managers reduce their own decision-making burden and at the same time strengthen the confidence and skills of their employees. This delegation is also needed for the development of leadership talent and supports long-term organisational resilience.

The importance of decision-making skills in a digital environment

In a rapidly changing and digitalised world, the importance of decision-making skills continues to grow. Access to large amounts of data and information can both facilitate and complicate decision-making. Big data and analytical tools offer managers new opportunities to make informed decisions, but also require a deep understanding of the underlying technologies and methods.

Artificial intelligence (AI) and machine learning (ML) are technologies that are revolutionising decision support. They make it possible to recognise patterns and trends that may be overlooked by traditional methods. However, it remains crucial that decision-makers understand the limitations and ethical implications of these technologies. The integration of AI into decision-making processes should therefore always be accompanied by an awareness of potential biases and data protection issues.

Globalisation and the increasing interconnectedness of markets also require managers to be able to make decisions in a multicultural context. Cultural sensitivity and the ability to consider different perspectives are essential to operating successfully in a global environment. Leaders must utilise diversity in their teams as a strength and promote inclusion to develop innovative solutions and gain competitive advantage.

Agility and flexibility are also critical skills to succeed in a rapidly changing business environment. Leaders should be able to respond quickly to new challenges and opportunities, while being willing to adapt existing strategies and processes. This adaptability requires a continuous review and improvement of one’s own decision-making strategies as well as a willingness to learn from experience.

Conclusion

The ability to make clear and well-founded decisions is one of the most important skills for managers today. Weak decision-making can have a significant negative impact on self-management and leadership management. A deep understanding of the philosophical and psychological aspects of decision-making can help leaders improve their decision-making processes and increase their effectiveness.

In a digitalised and globalised world, the ability to make decisions is becoming an even more important success factor. Managers must learn to utilise technological tools while taking into account the human aspects of decision-making. Integrating feedback and promoting inclusion and diversity in decision-making processes are crucial to improving the quality of decisions and ensuring the long-term resilience of organisations.

Leaders who master the art of decision-making are able to realise their full potential and lead their teams and organisations successfully into the future. This competence will not only promote individual success, but will also help to create a positive and innovative corporate culture that is up to the challenges and opportunities of an ever-changing world.

Decision-making weakness: The success killer