Article: Why delaying a decision isn't the best strategy

Life @ Work

Why delaying a decision isn't the best strategy

A Delhi court has re-opened 1984 riots case against Congress leader, Jagdish Tytler after 28 years. Is such a delay acceptable in organisational context?
Why delaying a decision isn't the best strategy
 

Social network's reaction to this news is an indication of the fact that public sentiments were in favour of a fair and quick trial

 

After 28 years, a Delhi court has re-opened 1984 riots case against Congress leader, Jagdish Tytler. But is the delay of this effect acceptable in organizational context?

Acting on a plea filed by a victim of 1984 riots, a Delhi court set aside a closure report by CBI and ordered investigation against Jagdish Tytler, a former member of Indian Parliament who is accused of inciting mobs leading to massacre of Sikhs during these riots. This decision has come as big news for the victims of the riots who had been waiting for justice to happen. Law would take its own course as per the investigations, the question is, in the organizational context, would delay in an important decision be acceptable to its employees? Organizations may not be faced with situations where lacs of people have pinned their hopes against one single decision, but it cannot be denied that delay in important decisions causes anxiety among its employees. Here are few lessons that organizations can draw from the delay in this case:

1. Importance of a public decision:

Social network’s reaction to this news is an indication of the fact that public sentiments were in favour of a fair and quick trial. Some of the comments also indicate that there is a lack of trust about how things may shape up. This does not mean that all the decisions from recruitment to closing of a unit must be taken in haste. It simply means that delays should not look ‘intentional’. It is essential to understand the importance of a decisions and the impact it may have on stakeholders connected with it.

2. Do not push a decision for the fear of results:

In an article writer Janis Pettit writes, “Delayed decisions are always caused by fear and uncertainty.” From restructuring a team to rejecting an employee’s project report, this fear can be of different levels. However, using delay as a tactic is only going to make the matters worse. Not only would the employees feel uncertain about things, it would also affect productivity. While it is important to make a timely decision, it is also essential to put it in the right way.

3. Know the effect it could have on your reputation:

In an article written on the website ballpublishing.com writer Meghan Boyer quotes leadership expert and author John Hamm, “Not making a decision is almost always worse than making a bad decision.” Hamm adds, “Not making a decision at all, although it may seem the safe choice, actually strips an organization of its momentum.” Whether it is about clients or employees, delayed decisions affect a company’s reputation. When it comes to employee engagement, timely and fair decisions (from things as small as project assignments to as big as opening a new unit) keep the pace of work going. Unnecessary delays in response (especially if they happen too frequently) affect employee morale and sometimes also cause resentment.

Delays aren't necessarily intentional. Sometimes leaders do not want to arrive at a decision without analyzing all facts and possibilities, in such situation delays cannot be avoided. However, it is essential to keep people in loop about what is happening. These small steps help a company develop a culture of trust and employees do not feel discouraged and alienated.

 

Topics: Life @ Work, Culture

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