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To Ponder: Dissonant Decisions

This week, one my advisory clients received one the most bureaucratic decisions from ‘down the line’ that I’ve heard in a long time.

This client is leading a project to resolve several key public-facing system vulnerabilities. However, he needed a decision on whether his proposed 12 month plan was acceptable, or if it would need to be accelerated.

And here’s the response this client received from higher up the executive structure:

“You have provisional approval to stop work”.

Which, after deciphering the bureau-speak (aka BS), translates to:

“Please stop all work while we determine whether or not you should accelerate the work”.

How’s that for cognitive dissonance?

So, here’s here’s your Change Leadership takeaway.

Take stock of your own decisions over the past week. Was there any accidental cognitive dissonance in your own decision making?

…and if there was, find a way to resolve that dissonance today.

Send Me Your Change Leadership Questions!

I’m starting up a new series where I address your questions & challenges through video mini-masterclasses. I’ve received some great ones so far, please keep them coming!

Brendon Baker

Brendon is a leading expert in strategic framing and inside-out change. He has led and guided over $11 Billion in transformative projects and programs, from transformations to teddy bears. He is the author of the best-seller Valuable Change, and niche top seller Creating High Value PMOs. Brendon now spends his time helping leaders cut through the noise to focus on what matters; working with them to create new realities.

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