03 Jul Reply to Dan post

Just need a response to the below post:I agree with Jankelova’s quote because strategic decision making is often relegated to the routine decisions and decisions based in biases and anchors. Further, strategic decision making is often not given the ample time, focus or dedication required to fully gather all of the facts and make a proper decision vice simply treating a decision as a “a discrete choice that takes place at a single point in time” (Harvard Business Review & Review, 2013, pp. 75).In the Gregg Learning (Gregg Learning, 2018) video, the computer voice talks about two different types of decisions, programmed and non-programmed decisions.  Programmed decisions are a typical response to a situation versus non programmed decisions are responses to events full of uncertainty and with unspecific outcomes (Gregg Learning, 2018). It is my belief that most managers treat almost all decisions as programmed decisions, mostly due to habit but also because the thought process required to make programmed decisions are easier to make they are often mechanical and procedural in nature. Dealing with complex decisions in a simple way is easier than invoking the rigor and thought required to make a proper strategic choice. Since most people are creatures of habit, the easier the decision, the better.Another reason why strategic decisions do not become strategic decisions is due to the lack of accountability in the decision maker or that decisions constantly “get stuck inside the organization like loose change” or where “ambiguity over who’s accountable for which decisions” stalls decisions within the organization (Harvard Business Review & Review, 2013, pp. 96). Because of lack of accountability about decisions and decisions being relegated to either the wrong people or people who are not high enough on the ladder, the strategic decisions again become diffused or programmed. Instead of these decisions garnering the attention needed to properly execute, they become relegated to individuals who cannot have organizational impact due to rank, position, or circumstance, thereby killing the ability to decide in the first place.As a separate note, a typical US Navy ship is notorious for having many meetings to decide on the overall strategy of an organization. Various leaders in the chain of command gather in one room to “hem and haw” and “discuss” and issue and how to move forward. Oftentimes, “due-outs” are not assigned, disagreements are not fully feathered out, and the Commanding Officer directs his or her people to come up with a “plan” and then execute said plan to solve the issue. This example reflects the above points but also harps on why organizations fail to strategically decide: the decisions become delegated, deferred, or oftentimes deleted. In other words, they become “programmed” and “ambiguous in accountability.”Gregg Learning. (2018, July 24). Decision Making In Management [Video file]. Retrieved from