Does your company like to make decisions? What issues does your company actually make decisions on? Are these the important decisions?
Often banalities are “sold” as decisions, namely issues that have already been decided anyway, because stronger arguments speak for one way and weaker ones against another way. Provided that the essential perspectives have actually been incorporated into the arguments, which is assumed at this point. If this is not the case, a detour to the decision-making process is recommended.
After all, decisions must be made precisely on those issues where the arguments are equally strong or where there appear to be equal probabilities for alternative scenarios. These are situations in which no one can make the better choice. One does not know and cannot know. We are then dealing with what is called non-knowledge. In contrast to ignorance, which can be cleared up by further information, non-knowledge remains. It is in such situations that decisions have to be made.
Simple example: I have to order materials and construction equipment for a civil engineering site 30 days in advance, but the site can only operate if the ground is not frozen on the day of operation. I can’t know if the ground will be frozen, but I have to make a decision now.
However, it is also about making essential decisions and not interfering too much in other decisions being made elsewhere.
Example: You give an employee the task of leading a project. Decide on the manager and agree with him/her on a target direction. How the project manager leads the project and implements it with his/her team is then up to him/her.