It’s a strange statement when you think about it, No Choice. What does it really mean, and as a leader, how would you respond if your team tabled a recommendation saying there was no choice? Of course, there is always a choice, but interestingly we hear the words ‘no choice’ more and more now in many settings.
Active Knowledge Question:
Would you accept a ‘no choice’ recommendation from your team?
Choice?
We have no choice; we need to:
- Close down this business unit.
- Make these staff redundant.
- Reduce our maintenance costs.
- Sell off this business.
- Cut our wages bill.
- Dismiss them.
- and so, the list may continue.
There is, of course, no such thing as ‘no choice’. There are always choices and, at the very minimum, the choice of yes or no.
Often when I hear those words, I wonder are they saying that to justify a decision that they know is wrong and as a way to rationalise the decision.
So, what is ‘no choice’ code for? I suppose you can start with a simple response that ‘no choice’ means we do not like the outcomes from all the other possible responses, and the choice being recommended is one we dislike the least. It is a choice that has consequences that we do not like, but it is the path we have decided to follow.
But behind that simple response can be many elements that are less than favourable and, if recognised, would make that choice not the one to proceed with. The mere fact that the words ‘no choice’ have been chosen is telling. This is not a recommendation that is tabled with the cover statement, ‘this is the best response, and this is why’. It is an assertive statement that seeks to remove the space for questions or challenges.
As a leader, a ‘no choice’ recommendation must be ‘ripped-apart’ to understand what has given rise to it, as again, there is always choice and always consequences to every choice/decision made. You would hope and require that your team has investigated every possibility and the recommendation they are tabling is the best outcome and that they can standby and justify not only their recommendation but why they eliminated all other choices.
The troubling question for leaders is, ‘Why would my team even consider placing a recommendation before me with a ‘no choice’ banner?’, as it would appear to flag, to name a few:
- A nervousness about the choice made and their confidence in the decision.
- A defensiveness rather than an openness to explore.
- Consequences to their decision that they are not comfortable with.
All of which raises concerns about their approach to making decisions, including their underlying reasoning and analysis, the impact of ‘outside influences’ on their decision, the confidence in the data supporting their choice, and so the list may continue.
Good Choices
As a leader, you would trust that all decision making that occurs is founded in the independence of thought, well researched and without ego or self-interest, but often teams and their leaders can get lost.
Here are some examples of areas where care must be taken:
1. The Right Objective
The starting point of good decisions/choices is to carefully craft the question/objective to be achieved. If the wrong question is asked, then the wrong answer will be arrived at.
For example, imagine if, in response to COVID19, the challenge to be solved was to ‘uphold the wellbeing of the whole community’ and not framed around ‘stopping the spread of the virus’. The list of factors to be weighed might be very different, and the possible responses assessed in a different light.
In assessing a recommendation, it is vital that you first understand the question that was posed and is being answered. Is it the right question?
In a strategic sense, teams can often develop tunnel vision which is reinforced within that team. And if you don’t adhere to their worldview, you will be excluded. Paradigms, managerial frames, worldview, societal/peer pressure, groupthink – this all language which suggests a team who is possibly unable to make the best choices and who bias themselves in all decisions.
It is very hard for a team that has allowed itself to go down this path to reframe its thinking, and often disbandment is the only solution.
2. Data
Many decisions are made on the basis of the data gathered and modelled to exhibit likely outcomes, but I find models are rarely disassembled and are often flawed. They can easily lead to poor decisions.
Models can become complex very quickly, and if their outcome is to be relied upon, they must always be independently assessed to ensure they actually do what was intended. This is a question of robust construction consistent with intent.
Next, the source of the data input must be understood and vetted as data sources can often exhibit a conscious or unconscious bias. And finally, and possibly most importantly, the assumptions driving the models must be rigorously tested and questioned to ensure they have some basis in fact and are not leverage to deliver desired outcomes. Assumptions can be readily shifted to achieve a desired result.
3. Self Interest
Self-interest can be internal or external, generated within an individual or pressured by forces outside.
Suppose the outcome influences a person’s position, authority, income etc. In that case, a bias is likely to exist, and the individual may not even be aware of how their judgement is being impacted. Alternatively, their actions may be quite deliberate.
Self-interest can also, and often, is exerted by persons outside the team. For example, leadership or other groups/individuals who have power over the team can make their expectations known and failure to deliver on them is non-negotiable.
A business that has a strong profit-first motive seeds self-interest, politics and short-termism.
Self-interest can only be guarded against by ensuring teams have independence that is upheld through the appointment of worthy leaders and an established process for vetting decisions.
4. Fear As Motivation
Autocratic organisations require compliance at all levels, and fear is often a strong cultural factor. Bureaucratic organisations are often very similar. These characteristics can occur at any level of an organisation.
Fear will never achieve the best outcomes nor choices.
If such an organisation is tabling a ‘no choice’ recommendation, then you can be assured that it has been tailored to meet its needs and is unlikely to be the right choice.
Safeguarding Good Decisions
The following approaches can instil good decision making and the right choices being tabled and negate those elements that will lead to ‘no choice’ decisions:
1. Purpose and Motive
An organisation that is built on the foundation of a righteous purpose will have seeded within its culture a motive of competing. Competing to bring its full potential to the forefront and outcompeting all others in meeting the needs of its community. Purpose is best found in meeting customer need in its chosen market.
2. Worthy Leaders and Vision
The performance of any organisation rests in the worthiness of its leaders. Worthiness lies in placing customers and employees ahead of themselves and crafting an organisation whose competitive engine brings the full potential to the forefront.
Bear in mind that an organisation’s competitiveness rests in the combined talent and effort of everyone who works within and with that organisation, and leadership’s sole task is to muster that effort.
A compelling vision will call others to join in the quest to achieve it.
3. Debate and Vetting
A culture of debating all options and vetting supporting data will underpin rigour in decisions and ensure transparency exists in all recommendations that may be tabled.
4. Independent Members and Mavericks
Critical decisions should always be considered and recommended by teams that include truly independent members from a from a diversity of skill sets and backgrounds and also mavericks. These are team members who will question and unearth any bias that may exist, will simply refuse to accept existing logic or paradigms and will seek solutions through a range of perspectives.
Never accept nor make the statement that there is ‘no choice’. Such a statement simply means that you are acting in self-interest, your decision has been influenced, or you are not capable of finding a better outcome.
An entirely new level of performance.
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All the best in the success of your business,
Richard Shrapnel
