These uncertainties are nothing compared to those associated with indirect outcomes that involve long-term, irretrievable commitment of mammoth resources. An indirect effect occurs when a decision creates a direct effect which in turn produces ripple effects. And, the further removed they are, the harder they are to anticipate or to recognize. The higher one goes in large, complex organizations, the more likely it is that decisions will be made by teams, groups, and committees. First, consequential decisions are very complex, often having more facets than any one individual can grasp.
Teams can include a variety of disciplines and expertise.
If well led, they also will surface varied perspectives, making possible more in-depth exploration of the problem.