Typical decision downloading situations An executive team has been engaged in merger talks with another company. By mutual agreement, they cannot talk about the possible merger, even to employees. Presenting the offer to shareholders and other interested parties becomes a decision downloading situation. Union and management are locked into contentious negotiations that involve changes in compensation, work rules, and benefits packages. By agreed-upon rules, the offers and counteroffers are not openly discussed with union employees. After months of give-and-take, they agree on contract language and want to put it to a vote. Announcing the agreement becomes a decision downloading situation. An executive-level task force has been established with the principal objective of finding a creative way to reduce health care costs. After months of discussions with various vendors, they decide on an approach that minimizes the company health care expenses, preserves quality levels but involves modest increases in employee contribution levels. Announcing the plan becomes a decision downloading situation. In each situation, the decision-makers —either by choice or by prior agreement— do not involve others in the decision-making process. Discussions leading to the decision are often deep, nuanced and sometimes contentious. The decisions are frequently complex, often difficult to understand, and sometimes controversial. Simply put, the nature of the decision-making process and the features of the decision itself often make any subsequent communications about the decision extraordinarily difficult. All too often , the subsequent communications are an afterthought borne out of psychological exhaustion from the decision-making process itself. Consequently, decision-makers frequently stumble through what we call the “decision downloading process”. No wonder researchers have found that only 50\% of all decisions ever get implemented and sustained.Nutt, P. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75-90.
Typical situations An executive team has been engaged in merger talks with another company. By mutual agreement, they cannot talk about the possible merger, even to employees. Presenting the offer to shareholders and other interested parties becomes a decision downloading situation. Union and management are locked into contentious negotiations that involve changes in compensation, work rules, and benefits packages. By agreed-upon rules, the offers and counteroffers are not openly discussed with union employees. After months of give-and-take, they agree on contract language and want to put it to a vote. Announcing the agreement becomes a decision downloading situation. An executive-level task force has been established with the principal objective of finding a creative way to reduce health care costs. After months of discussions with various vendors, they decide on an approach that minimizes the company health care expenses, preserves quality levels but involves modest increases in employee contribution levels. Announcing the plan becomes a decision downloading situation. In each situation, the decisionmakers —either by choice or by prior agreement— do not involve others in the decision-making process. Discussions leading to the decision are often deep, nuanced and sometimes contentious. The decisions are frequently complex, often difficult to understand, and sometimes controversial. Simply put, the nature of the decision-making process and the features of the decision itself often make any subsequent communications about the decision extraordinarily difficult. Often , the subsequent communications are an afterthought borne out of psychological exhaustion from the decision-making process itself. Consequently, decision-makers frequently stumble through the “decision downloading process”. Researchers have found that only 50\% of all decisions ever get implemented and sustained.Nutt, P. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75-90.
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decision downloading
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decision-makers
decisionmakers
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All too often
Often
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what we call
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No wonder researchers
Researchers