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Saying that the poor outcome is due to chance rather than my fault, even if it were true, could be misunderstood as making excuses.
You can avoid appearing to make excuses by communicating risks and uncertainties to stakeholders early in the process, rather than waiting until after a negative outcome has occurred. Proactively sharing potential challenges helps set realistic expectations and promotes shared responsibility, rather than placing the burden solely on yourself. The key lies in exercising sound judgment to determine whether a decision falls within your level of authority. It is important to recognize that when employees choose not to escalate decisions beyond their paygrade and instead opt for the safest course of action, the organization misses out on valuable opportunities.
Defending decisions with clear reasoning is ideal. However, in reality, we have to make choices with incomplete or ambiguous information.
Clear reasoning remains possible when information is incomplete or ambiguous. Taking calculated risks, even in the absence of absolute clarity, can be justified when the potential benefits outweigh the drawbacks. By systematically evaluating key scenarios and considering their outcomes and likelihood, we can still make well-founded decisions even under uncertainty and ambiguity.
Communicating complex reasoning to others, especially those less familiar with the context, can be challenging.
It is commonly said, “If you can’t explain it simply, you don’t understand it well enough.” If you find yourself struggling to articulate your reasoning to someone, try sharing with others. If they are also confused, it’s important to pause and consider whether your argument needs further refinement. If several people have difficulty grasping your explanation, it is likely that relevant stakeholders may also struggle to accept your reasoning, particularly when outcomes do not meet expectations.
It is tough to get everyone to agree when people have such different opinions.
You don’t need everyone to agree. The goal of seeking feedback is to strengthen your decision, not to achieve universal agreement. By thoughtfully engaging with diverse viewpoints, you can refine your argument and ensure your reasoning is solid, even if complete consensus isn’t reached.
I am able to identify key issues. However, how can I be sure that addressing them will be sufficient to resolve the problem?
It is natural to wonder whether addressing the key issues you have identified will truly resolve a problem, but in practice, we can rarely be completely sure. Problem solving is best viewed as an iterative process in which we learn and refine our approach over time. It is important to evaluate the results of our actions and adapt accordingly, recognizing that outcomes are often influenced by factors beyond our control. By focusing on what we can do, taking action, monitoring progress, and making adjustments, we increase our chances of effectively addressing the problem, even if certainty remains elusive.