How to make decisions when everything around you is unclear

[jisansorkar12]

The pandemic, artificial intelligence, international conflicts, the departure of foreign suppliers and partners from the market - all this primarily affects business. Therefore, one of the tasks of the manager is not only to deal with operational matters, but also to be able to make balanced decisions in conditions when it is difficult to even formulate the problem.



In recent research on the fears of managers and entrepreneurs, the fear of not understanding how to work in conditions of uncertainty often comes out on top. Indeed, when everything around you is changing, it is difficult to determine the best way to proceed, and the team has more questions than answers.

It would seem that operational fears like “nothing to pay salaries with” or “if the team tunisia whatsapp list doesn’t listen” should be stronger. We decided to look into the topic, and it turned out that it is not only relevant, but also interesting.

There is nothing clear and stable around now. Especially for a leader who leads a whole team, looks for growth points for business and products, makes many strategically important decisions.

By the way, to make life easier for the team and improve collaboration remotely and in the office, we at Megaplan have created online dashboards — with reports, kanban, and an activity feed on one screen. They help keep your attention on the most important things, save time on compiling reports, and clearly see the workflow: who is doing what and what they are discussing with whom. Your favorite dashboards are now in Megaplan! Try it for free

But let's get back to our topic.

Feelings and emotions are also a source of knowledge
Fun fact: Since the mid-20th century, the computing power of machines has grown a trillion times, but our brains haven't changed. The world isn't just changing, it's becoming more complex, so with each passing year and decade, it's becoming more and more difficult to go with the flow. To effectively lead a team, a leader must learn to move forward himself — even if by feel, even if unsteadily, no matter what.

Feelings and emotions are also a source of knowledge



In the late 20th century, MIT researchers studied Silicon Valley entrepreneurs to see how they found solutions that influenced trends rather than followed them in a rapidly changing world. They interviewed leaders from companies like Google, HP, Xerox, and many others, and the result was Theory U.

According to the proposed concept, in conditions of uncertainty, the best tool for making decisions is feelings and emotions. This is surprising, because it would seem that making balanced decisions and their emotional assessment are incompatible. Although they say “listen to your heart”, “act as your intuition tells you”, we still try to make decisions based on facts and logic. But Theory U, on the contrary, suggests not only making decisions rationally, but also making your emotions and feelings an equal source for answers.

Theory U is called so because the concept curve resembles the English letter U in its working principle. Imagine a semicircle - this is what the decision-making process looks like. It starts with the stage of analyzing past patterns and experiences, then moves on to observation, then falls into a pause - during this time you think and reflect, and then follows a reaction.

The explanation may seem a bit confusing at first, so let's break down the process in more detail to make it clearer.