Many decision making frameworks aim to help leaders use objective information to mitigate bias, operate under time pressure or leverage data. These frameworks tend to fall short when it comes to decisions based on subjective information sources that suggest conflicting courses of action, and most complex decisions fall into this category. In a bylined article for Harvard Business Review, CEO of YSC Eric Pliner shares a framework for how to make difficult, subjective leadership decisions with clarity and integrity.
Specifically, every complex leadership decision must balance three subjective dimensions:
- Role responsibilities
Visit the article below to read through the framework outlined above in more detail, and better understand how exploring your own decision-making framework in the abstract will equip you to make tough calls when the job requires it.