Pragmatic Decision-Making: PH'1L3

Pragmatism is the art of the possible. Sensible immediate action is often far more effective than lengthy investigations and team discussions to find an optimum solution.

ClosedAlternate Names

Pragmatism is repeatedly rediscovered by rigorous academics (to their consternation) as the way that people actually make most decisions most of the time. It is typically promoted via slogans rather than argument:  

► KISS: Keep It Simple Stupid
► Let a thousand flowers bloom
► Apart from common-sense, the greatest asset is a sense of humour.
► 4F's: Be fast, friendly, focused and flexible.

Depend on objectives? Wait for the facts? What rubbish! Anyone who has ever worked in an organization knows that managers never have the information they really need. I just file those bulky planning documents, and I hate talk-shops that waste time debating policies that confuse everyone. Hanging about while a pilot is tried is ridiculous. No!

Achievement depends on one thing and one thing alone: action. Act first and think later is my motto. Focus down—use your gut-feel, and do something! Do it now! Use your intuition and try lots of things—some will work. You have got to be dynamic and forceful. Keep your eyes peeled for opportunities to act. Change tack if you are blocked. Refuse to be too ambitious or get dragged into complicated schemes. Just get something done, and then you have solid achievement. Far better piecemeal gain and some chaos than orderly documented stagnation.

Decision Process & Typical Terminology

Note: The schema is artificial. Typical pragmatic language is highlighted.

The pragmatic approach welcomes chaos and, more than any other, does not lend itself to this sort of artificial systematic analysis.  For the pragmatist, everything is happening simultaneously and the initial phases in particular blur together: hence the layout in the table.

Conceptual Schema Pragmatic Handling
Start
 Screen opportunities for action continuously and rapidly eliminate anything ●impractical ●uncongenial ●controversial ●difficult ●complex ●innovative ●unpredictable ●idealistic ●deviant ●uncertain or ●long-term. Emphasize expedience and self-interest by using existing strengths while avoiding known weaknesses. (e.g. use SWOT analyses).

Note: These 3 stages occur simultaneously.
Explore 
Develop Possibilities
Resolve Seize the most attractive opportunities i.e. what is obvious, unavoidable, inevitable, marginal, consensual, and immediately practicable
Reiterate Develop convenient tactics including back-up possibilities.
Implement Manoeuvre politically, and use public relations and persuasive selling techniques to build support and pressure others to cooperate. Improvise and learn by doing.
Review Watch for danger signs and emerging opportunities. Recognize gains and losses during action. Be satisfied with incremental benefit.
Handle Failure Switch tactics; or fall back on previously identified possibilities; or turn attention elsewhere; or increase persuasion and pressure.

ClosedReminder of the Schema Principles

  1. Start — based on some impulse or impetus to act.
  2. Explore — inquiry or further examination of the issue.
  3. Develop Possibilities — discover and consider alternative courses of action.
  4. Resolve — the moment of decision: based on applying value.
  5. Reiterate — often a more detailed repeat of some (even all) earlier phases.
  6. Implement — actions that put the resolution into practice.
  7. Review — inquiry that occurs during action and afterwards.
  8. Handle Failure — the usual way to overcome failure.

Next step:

► Test yourself and read more on Pragmatic decision-making.
► Continue to the Dialectic approach.
► Return to the Summary Table.

Originally posted: 3-Apr-2011