In most organizations, urgency is seen as a legitimate trigger for decision-making. In reality, it is often the symptom of a decision that has been postponed. Warning signals are almost always present well in advance:
- Gradual overload of the leader
- Increasing dependence on a few key individuals
- Dilution of responsibilities
- Growing complexity of trade-offs
It is not the lack of information that delays decisions. It is the difficulty of acknowledging that the existing framework will no longer be sufficient in the long term. Decisions emerge when leaders accept to ask themselves a simple, yet demanding question:
Which organizational levers are reaching their limits today?
Making a decision at that moment is not over-anticipation.
It is about preserving freedom of choice.
What if urgency were not the problem… but the last space where the illusion of control still exists?
Fitch Bennett Partners
