Selecting Two Decision Approaches

Facing an Unavoidable Clash

Diagonal sets in the Decision-making TET. Systematic versus Responsive methods

There is a fundamental cultural clash, well known by managers, between:

► deciding matters in a systematic organized and enduring way, &
► responding rapidly with a decision that deals with the issue.

The two diagonals of the TET contain the approaches that define this unavoidable clash, called the Approach Duality(aD) in THEE.

The maroon diagonal contains approaches that seek to provide inner control over outer complexity. This takes time and it requires being systematic. As the diagonal is ascended the approaches become more and more comprehensive in regard to factors to be handled.

The blue diagonal contains approaches that are responsive and enable a rapid, near spontaneous, handling of situations. As the diagonal is ascended, the approaches become increasingly sensitive to social and personal factors.

Some people naturally prefer working on one diagonal and some on the other.  However, comfort and skill with at least two approaches, one on each diagonal, is desirable for anyone entering management because:

► Some decisions are best handled responsively so that the issue is quickly tackled and then disappears.

► Other decisions are best handled systematically until the issue is fully and properly resolved.

► In yet other situations, the same issue might need both approaches e.g.Closed The issue might unambiguously call for systematic handling. Yet it presents during a crisis in a poorly understood way. That calls for an urgent response to avert immediate damage and contain the situation.

Selecting Complementary Approaches

Pairing the decision-making methods and noting different work-styles according to the quadrant.

Many people find their comfort zone lies in one of the quadrants. So they remain as:

■ Doers — pragmatic
■ Supporters — dialectic-imaginist
■ Controllers — structuralist-empiricist
■ Designers — rationalist-systemicist

However, choosing two approaches—one each from different quadrants and different diagonals—provides you with more resilience in working.

There are two psychologically natural ways to expand your repertoire and ability to cope with varied challenges:

■ Keep constant the «quality of relating» zone—which produces a horizontal alignment in the TET.

■ Keep constant the «effect on output» zone—which produces a vertical alignment in the TET.

In these combinations, the more powerful influence lies with the systematizing approach, irrespective of whether this links to a doer method or a supporter method.

  • Combining two approaches may also enhance or generate leadership tendencies, given that ambition and other relevant qualities are also present. See implications for leadership.
  • Use this TET analysis to develop a strong management culture and other applications for organizations.

Originally posted: 21-Apr-2011