Abstract of the Journal "Looking Up and Looking Around"
Abstract:
A general decision making criterion involves several factors. What this journal focuses on is the influence of others’ decisions on one’s own, namely, the act of “looking up and looking around”. In any given situation it is human nature to first “look up”- that is, see what a more knowledgeable person (such as the boss) is doing, and then take a decision as to how one would act. The second option is to “look around”- that is, see what one’s colleagues and peer are doing and follow suit. The author also writes on how “decision-making paralysis” hits everyone from middle range managers to even the top managers and CEO. When presented with a problem, the mind goes blank and the person the question is directed to is stuck in a rut. Either they don’t know how to solve the problem and are looking for someone else to take the burden; or they are apprehensive to make any decisions because they might fail. Many managers suffer severe anxiety that their incapability might be found out. That’s why senior managers are more preferred as they have a greater hold over making a decision based on their gut instinct. Decision-making is not only the manager’s headache, it also depends on the structure and progress of an organization. Many managers are pushed to make decisions within a short time, and that too decisions based on information passed on from the junior levels. On several occasions the information may not be particularly correct and that would result in a decision made on unreal situations. A manager’s worst dream: a wrong decision. Many a times, there is that one person in the organization who has to take the blame and walk away. This happens regularly in corporate mishaps. In order to be successful in an organization, the author claims that one has to have quick thinking abilities and to move forward fast.
Related to work experience/an imaginary work situation:
When I was working for an event management firm, a client had come to us regarding a major
A general decision making criterion involves several factors. What this journal focuses on is the influence of others’ decisions on one’s own, namely, the act of “looking up and looking around”. In any given situation it is human nature to first “look up”- that is, see what a more knowledgeable person (such as the boss) is doing, and then take a decision as to how one would act. The second option is to “look around”- that is, see what one’s colleagues and peer are doing and follow suit. The author also writes on how “decision-making paralysis” hits everyone from middle range managers to even the top managers and CEO. When presented with a problem, the mind goes blank and the person the question is directed to is stuck in a rut. Either they don’t know how to solve the problem and are looking for someone else to take the burden; or they are apprehensive to make any decisions because they might fail. Many managers suffer severe anxiety that their incapability might be found out. That’s why senior managers are more preferred as they have a greater hold over making a decision based on their gut instinct. Decision-making is not only the manager’s headache, it also depends on the structure and progress of an organization. Many managers are pushed to make decisions within a short time, and that too decisions based on information passed on from the junior levels. On several occasions the information may not be particularly correct and that would result in a decision made on unreal situations. A manager’s worst dream: a wrong decision. Many a times, there is that one person in the organization who has to take the blame and walk away. This happens regularly in corporate mishaps. In order to be successful in an organization, the author claims that one has to have quick thinking abilities and to move forward fast.
Related to work experience/an imaginary work situation:
When I was working for an event management firm, a client had come to us regarding a major