| Summary: | The drives to make effective business decisions are essentially
generated by the need for human (as opposed to professional or
expert) comfort, and therefore informed and influenced by the
need to make outcomes as predictable and assured as possible,
and that those in key organisational and managerial positions turn
to the behaviours that they have learned over the entire period of
their lives, rather than to professional expertise, knowledge and
influence that are available to them in their organisations. This
comfort and assurance is in turn driven by the fact that it is
corporate rather than personal resources that are at risk and so on
the face of it ‘there is little that can go wrong’. This is much more
comforting at a human level, and much less dependent on the
expertise of others, than relying on emerging techniques and tools
such as business and web analytics, which are harder to use
professionally, and require dependence and trust at a human level.
Influences on behaviour can be seen in the form of:
- Bullying, pulling rank and using power of personality and position
to get decisions through an implemented
- Employing uncritical people in senior positions to reinforce
comfort and assurance.
Influences on decisions can be tracked through relating intended
outcomes to actual results and then in turn evaluating the key
drivers of the decisions present at the time. The conclusions are
that a body of knowledge and understanding in this area needs to
be developed and implemented. A body of learning and
understanding is required to be brought to the fore, so that those
who arrive in top senior and critical positions can undertake some
specialist development in this critical area before taking key
decisions based on their own preferences and personality and
position.
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