Although they may seem to be caused by others, problems in this area are internal matters requiring modification of your own behavior.
A manager may have difficulty identifying the main abuses of time. When someone suggests that indecision could be his/her major weakness he/she will go into denial. If this makes you feel uncomfortable ask yourself why. First, you must acknowledge and accept that self-improvement is critical to your effectiveness as a manager.
At times indecision can be an effective technique. Setting something aside overnight can be helpful. It can allow time for the more logical sub-conscious part of your mind to work, this can be considered trusting that intuitive "gut" feeling. There can also be a need to let emotions calm in order to apply more rational problem solving. Set a specific time to re-visit the problem.
Some procrastination is caused by trying to avoid the commitment which follows a final decision, often called the "paralysis of analysis." If you're waiting for the proper time to start something, chances are it is NOW!
(A major portion of Management Skills lessons will soon include How to Make Decisions.)
The sign shop had just received shipment of shocking pink material. The operator said we would be the first in the city to use it. Our industry was accustomed to using very conservative colors. Our departure from this tradition was a major decision. That evening my wife and I went fishing to a fast flowing portion of a river. The cacophony and the waiting for a bite set the mood for deep contemplation. Eventually, I shouted to my wife about fifty yards down river, "Let's go for the pink." She shouted that she had just been coming to the same conclusion. The bold decision had very good consequences. Many people asked how and why we made such an outstanding decision.
A young man at our university was always dressed in gray. Gray pants, gray sweater, gray socks, gray tie and his running shoes soon became gray. I thought this kind of strange until I moved into the room across from his. This bright fellow couldn't make the simplest of decisions. He never had to decide what color to wear each day. He married a very decisive girl and as far as I know he still has problems deciding.
The B-school where I obtained my MBA was devoted to developing generalists. There were no majors. Most students followed what were called specialties. Since I was never pleased with my ability to make superior decisions, I opted to take every course on qualitative and quantitative decision making. The principles learned in those courses have endured more than all the others.
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