Targeted Decision-Making: The Cost of Faulty Decisions

People claim knowledge is power yet one is to question how much knowledge is sufficient to grant one authority to make competent decisions.   When there exist complex

variables in a work environment it drives sporadic decision-making which yield faulty decisions through information deficits and processing and time pressure.

With lack of data circulating among workers to assess the best course of action, people are inclined to process the limited data at hand in order to meet deadlines due to time pressure.   Such circumstances urge workers to get more creative to remain keen on making decisions that will not only benefit the workplace in the short term yet also in the long term.

Faulty decisions through information deficits and processing and time pressure are a bi-product of poor resource allocation and possible miscommunication.  If resources are scanty, workers have to maximize the output by prioritizing which resources need to be immediately applied versus those that can wait for longer.

Meanwhile if clear directions are not granted to workers regarding what decisions need to be made, why they need to made and how they are to be implemented, chances of faulty decisions occurring sky rocket exponentially since there is no one to oversee this system of checks and balances.

It is wise to keep one team lead or manager to oversee objectively whether decisions can be made based off the knowledge at hand and if so how soon can the workplace reap the benefits of such decisions. To avoid faulty decisions through information deficits and processing and time pressure it is best to keep all lines of communication open among all those involved in making the decision as a team. Ultimately it is the workers that endure the consequences of such faulty decisions if they are made prematurely without preparation over time.