When I was an idealistic staff officer in the Pentagon I coined the term "the non-decision decision". This is what transpired after all the young analysts had spent weeks grinding and distilling the data to get to that point where a decision had to be made. HAD to be made. Couldn't be avoided! This was then presented to the Colonels (whom we'd dubbed the Simian Council) who would summon us analysts to explain ourselves. "Bring in the human!" We'd explain the data and how it supported the decision that HAD to be made. Reassured that the "smart people" had done their homework, the Colonels would take the Decision to the Wise Men (the Generals). We analysts waited back in the cubicle farms for the Decision, debating among ourselves which direction it would go. Inevitably the Wise Men wouldn't decide. They'd decide NOT to decide. Rather than stake a position that could possibly go wrong - even though we'd quantified all the risks - they preferred to just Not Decide. And inevitably time would pass and one of the two possible outcomes would no longer be viable. THAT was when the "decision" made itself - when there simply was no other alternative and actions henceforth were merely dictated by reality. Hence, the Non-Decision Decision.
Throughout my career I have been known to walk that fine line between good taste and unemployment." That's how I acted as well. My subordinates loved me while my bosses feared me. Which is exactly how I wanted it!
“Decisions lead to actions, and actions lead to consequences. It is these consequences, positive and negative, that, in a free and competitive environment, regulate behavior. Rewards motivate, punishments discipline or dissuade. Some rise to the challenge of decision making, but many (perhaps even most) others opt for the Rick Moranis route, and dodge the responsibility of decision making.“
When I was an idealistic staff officer in the Pentagon I coined the term "the non-decision decision". This is what transpired after all the young analysts had spent weeks grinding and distilling the data to get to that point where a decision had to be made. HAD to be made. Couldn't be avoided! This was then presented to the Colonels (whom we'd dubbed the Simian Council) who would summon us analysts to explain ourselves. "Bring in the human!" We'd explain the data and how it supported the decision that HAD to be made. Reassured that the "smart people" had done their homework, the Colonels would take the Decision to the Wise Men (the Generals). We analysts waited back in the cubicle farms for the Decision, debating among ourselves which direction it would go. Inevitably the Wise Men wouldn't decide. They'd decide NOT to decide. Rather than stake a position that could possibly go wrong - even though we'd quantified all the risks - they preferred to just Not Decide. And inevitably time would pass and one of the two possible outcomes would no longer be viable. THAT was when the "decision" made itself - when there simply was no other alternative and actions henceforth were merely dictated by reality. Hence, the Non-Decision Decision.
Ahhhh, so you know all about “M.D.M.P.?”
“C.O.A. Development?”
Remember this? I was in Kabul, working as an “Individual Deployer” for the US Army Corps of Engineers when this happened.
https://www.wired.com/2010/08/u-s-officer-in-afghanistan-mows-down-powerpoint-rangers/?_gl=1*16uri8f*_ga*WmNaLV9KZW51TTBrOHVaSVN2OVVQa09DT055SldxbUdaLW0tR0szY0l0YlBZNnV4VGxsRkY4MUFZQ2lpYkhFRg..&intcid=inline_amp
I do not. Will give it a perusal.
Throughout my career I have been known to walk that fine line between good taste and unemployment." That's how I acted as well. My subordinates loved me while my bosses feared me. Which is exactly how I wanted it!
“Decisions lead to actions, and actions lead to consequences. It is these consequences, positive and negative, that, in a free and competitive environment, regulate behavior. Rewards motivate, punishments discipline or dissuade. Some rise to the challenge of decision making, but many (perhaps even most) others opt for the Rick Moranis route, and dodge the responsibility of decision making.“