As many of you know, my latest research interest is the intersection of leadership decision-making and outcomes for associations. It’s my longstanding hypothesis that associations often stumble (sometimes badly) because they rarely measure and test the quality and nature of their decision-making which results in poorer quality outcomes than might be expected. Group input is good. Group decision-making perhaps not so much. While we often lament the glacial speed of decision making in associations, the flip side is that the veritable alphabet soup of characters able to exert influence on decision-making virtually assures a less than optimum outcome for associations and their members.
I’m happy to say that ASAE and the Center through Associations Now magazine has taken notice of my thinking in this regard and have chosen to publish my latest article Escalating Into Oblivion as part of their ongoing series Lessons From Failure. The new developing literature on leadership decision-making and the mysteries of the brain offer all sorts on exciting insights into the possibilities that with a bit more focus, analysis and attention to the inherent biases around us, we can produce considerably better results for our members, our organizations and ourselves. For me at least that’s a mystery worth diving into. I hope you agree.