Decisiveness is a trait or characteristic that describes people who are biased towards action even though they face uncertainty. The speed and determination of solving a problem I one of decisiveness as personality trait. Decisiveness requires more than relevant knowledge and temperament. Decisiveness is characterized by the ability to conceptualize and act upon the moment using available tools and practices.
In management it makes most sense to think of decisiveness as personality trait, which can be measured and developed to a certain extent. Decisiveness is not necessarily connected to decision-making quality. In other words, decisive action can do more harm than good when the decision was the wrong one. The concept of decision-making competence (DMC) provides guidance how to improve decision-making quality.
To better understand the concept of decisiveness, it is important to know how it works, following three ways:
Social relationships are an important part of professional and private life. Having strong and healthy social relationships helps to boost self-esteem which is an important driver of decisiveness, according to the recent study. In addition, asking others for their opinion regarding important decisions can help you to think out of the box and improve decision-making quality.
Decisiveness is an enduring and stable characteristic that describes how people behave in similar decision-making situations. Decisiveness, according to the recent Big 5 model, is close to the consciousness, which consist of self-discipline and achievement striving. Decisiveness is a characteristic basis of performing well. But decisiveness does not necessarily mean that one makes the right decisions. In some high-risk cases, making the wrong decision could lead to a worse outcome compared to making no decision at all. Therefore, it is important not just to be decisive but to work on your decision-making competence.
There are four elements of decisiveness: speed, importance, rightness, and commitment. Decision-making using decisiveness is a four-step process built on:
In crisis, our daily routines are completely shattered and we are all unaware of when the crisis is going to end. Frequent changes and unprecedented challenges in our daily lives are causing us to make all kinds of decisions under pressure and within tight time constraints. In a crisis, decisiveness and decision-making competence have the potential to impact the organisation involved and the broader community, or have an impact on life safety. You can’t control the disaster, the crisis, but you can control the response and the rightness and swiftness of it.
This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
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