Dealing With Analysis Paralysis Versus Death by Instinct

When it comes to decision making, there are two extremes.

First one is analysis paralysis. Large organizations, multiple layers of management and risk averse culture breeds over analysis of facts, data and information before making a decision. Too much analysis paralyzes progress. Even when progress is made, it is often reactive and slow.

Analysis paralysis is a sign of over-management and is, quite clearly, a huge waste in many organizations large and small.  Analysis, reflection and sufficient critical thinking is definitely required to make better informed decisions. It provides direction to the process of decision making. But when search for direction stalls forward movement, it is a waste. In a constantly changing and fast environment, analysis paralysis can be a real disabler.

The other extreme is death by instinct. At this end of the spectrum, decisions are taken on the fly, instinctively without any systematic study or thinking. Any failure, small or big, is a huge waste of time, energy and efforts.

We need a balance between these two extremes. Between the rational and the emotional.

We need a system where internal checks ensure that folks think through their ideas before deciding.

We need just enough analysis to have all information at hand to avoid major disasters.

Once we decide based on just enough analysis, we need short bursts of implementation – pilot runs may be, to gain early feedback on the decision.

We then need constant loop of diagnosis and realignment of our approaches.

Managing anything is never a binary process but often something that swings between the two extremes. The key is to strike a balance and draw a line between the two depending on problem at hand and the context of the decision.

In the Pic: Shooting the empty beer bottles, Kufri, Shimla, India – via my photostream at Flickr.