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Making Difficult Decisions: How to be decisive and get the business done by Peter J. A. Shaw

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Chapter 7. Embedding the ability to make difficult decisions

The theory about difficult decisions may seem fine. We understand the interrelationship between clarity, conviction, courage and communication and we know how to analyse a problem, but what next? How do we embed the ability to take difficult decisions well and then do that consistently in a demanding and exposed role?

What are we embedding?

We all have some natural strengths when taking difficult decisions: it is applying those skills successfully and consistently which is the stretch. We all find some aspects of decision-making more difficult. Addressing those aspects can include:

  • observing others and seeing what works for them;

  • experimenting with different approaches and seeing what works ...

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