approved it; and finally the people not directly involved but who were still affected by it were also informed. Organisations, large and small, public or private, that depends on the execution of thousands of decisions for their ultimate success or failure do not place anywhere near the same emphasis on decision-making ability during the selection process or in determining the suitability of people for roles of greater responsibility. Studies repeatedly show it is rare for organisations to engage in prospective decision-making self-analysis or retrospective investigations of mistakes to identify where slip-ups happened in the "error chain". The natural instinct in businesses, in particular, is to move on to the next challenge or crisis, or literally hide the organisation's "black box" from would-be examiners. Usually in such cases, it is individuals who are identified as having "Messed up", rather than the organisational decision-making process itself. Nonetheless, research by Marcia Blenko, of Bain & Company, shows there is a strong correlation between companies with a "faster metabolism" of making and executing decision and better financial results. And the correlation, based on data from 750 companies worldwide, not surprisingly, also relates to employee engagement. Blenko found employees are more motivated in a place where things get done and believe their workplaces are more stimulating places to work, rather than those where bureaucracies and committees stifle decision-making. Blenko's book Decide and Deliver, which examines key aspects of the process, suggests better decision-making systems, rather than identifying individual decision-makers, as the key to reducing mistakes