Sy menulis ini, karena pas membaca artikel yg ditunjukkan twitter https://sloanreview.mit.edu/article/stop-jumping-to-solutions/ yang mengingatkan pengalaman pada suatu rapat dengan senior leaders di suatu perusahaan, dimana sy tanya definisi suatu istilah dan kemudian dikomentari; “wah pak dosen bertanya dan mau pensiun kok nanya banyak”.

Saat tersebut yg sy ingat adalah bagaimana kita tahu solusi dan langkah kalau artinya saja belum lurus. When faced with strategic business decisions, executives often quickly home in on a narrow set of options. Systematically expanding the “decision frame” can result in better solutions that reflect diverse stakeholder interests.

Kadang seorang pemimpin yang cepat mengambil keputusan akan diberikan apresiasi luar biasa, sedangkan resiko biaya karena terlalu cepat mengambil keputusan akan muncul di belakang. Memang, mungkin si manajer tersebut sudah pindah lokasi kerja sehingga tidak merasakan dan yg dirasakan hanyalah sukses (yang mungkin semu krn yang menanggung resikonya adalah generasi berikutnya).

Sedangkan, catatan di tulisan tsb adalah “In our work with senior executives, we find that most of them are very good at decision making if the objectives are clear, and if the choice is between a set of specific, predefined options. However, when presented with complex decisions, executives tend to home in quickly on a couple of options, list what they see as the pros and cons, and spend the bulk of their time calculating — or deliberating about — how the competing courses of action stack up. (See “About the Research.”)

Executives rarely take the time to frame decisions thoroughly. Rather than exploring the full scope of options, they stick to the obvious ones and use a limited set of criteria. Unfortunately, once decisions are framed this way, the outcome is frequently suboptimal.

1 Mei 2019.