T
he crucial components to decision-making dilemmas may exist outside of your conscious awareness.
Making decisions about mergers, change processes or even hiring can be nerve-racking. Leaders or managers need to consider whether they’ve covered every angle and every option. This includes exploring feelings or biases about a problem, possible obstacles to decision making. If something doesn’t feel quite right, or the problem seems intractable, there is usually an answer to overcome it, but that answer commonly exists outside of our awareness.
