TOCICO

Managers manage and leaders lead, but in both cases they have to make choices!  But how do we make choices?  What are the assumptions that lie behind every choice, even when we feel we have no choice?  Can we articulate the choices facing us? Can we properly define the choices, understand them, and surface the assumptions that inform our choice making? Here lies a whole series of questions, and then, having made the choice we are faced with even more.  This time the 'choices' we need to make are between competing decisions.  Every choice we make usually mandates a series of decisions, and for every set of decisions there is always at least two options, two competing avenues that appear to take us toward the goal set by the choice already made – but how to make those choices?  And then what about those decisions that although necessary to take us towards the goal, based on the choice made, create for us enormous problems and thus we are facing a conflict of subordination.  And then, what happens when our dominant paradigm is one that although we are clear about the choice made, even clear about the decisions we have to take, consider that the change that the decision we are about to take so jeopardizes one of our dominant paradigms that we cannot take the decision thus cannot achieve the outcome of that decision, thus cannot deliver according to the choice made – we are locked into a paradigm and can, and often does, paralyses our progress towards our goal in life.