What to communicate沟通内容
Your message should include the following components:
• Statement 陈述of the issue that needed to be addressed
• Description of the objectives or decision-making criteria
• The names and roles名字和角色of the people involved in making the decision and why they were included
• The alternatives considered考虑的备选方案 (and possibly a summary of the analysis in a table  form)
• An explanation 解释of the final decision and what it means for the key stakeholders
• The implementation plan and timeframe实施计划和时间表
• Recognition识别 of those who participated
• Solicitation of feedback征求反馈意见
Be sure to take the time to create a clear, concise message. Providing incomplete or poorly articulated communication about your decision can lead to confusion, disappointment, and unwillingness to support its implementation.
Assign tasks and resources
分配任务和资源
Now that you have made a choice and communicated your decision to the appropriate people, it is time to identify the tasks that will be required to put the decision into action, assign resources, and establish deadlines. Ideally, your team members will leave your final meeting knowing exactly what they're expected to do. If not, reconvene the group to identify who will be responsible for each task.
You probably have much of the information you need to develop the implementation plan. When you were evaluating alternatives, you probably considered the cost, the number of people required to work on the project, and so forth.
For example, suppose you and your group determine that customer complaints about your telephone support line are due to inadequate training of the support associates taking calls. After analyzing the situation, you may decide that the associates need to have more product knowledge. As part of evaluating this alternative, you probably would have identified the resource requirements from the training department to implement your solution.
Implementation considerations实施注意事项
Consider the following when implementing your decision:
• Assign reasonable tasks with sufficient resources. 用足够的资源分配合理的任务For example, the people in  the training department may not have extensive product knowledge and may need the help of a content expert. You might need to assign an expert in product knowledge to work with the training department to develop program.
• Clarify expectations and acknowledge incentives.明确期望并承认激励 For example, if an account executive is going to start managing the company's largest client, explain what this client means to the organization and your expectations for managing the relationship. Determine whether the increase in responsibility should result in a pay increase or change in title, and follow up with your Human Resources department to make that happen.
• Provide feedback on the implementation.提供实施反馈Give your employees feedback on the progress of the implementation plan. Your input should be constructive and focused on accountability and execution. Set a time for daily or weekly status meetings. This will help you stay informed of your group's progress during implementation.
• Take a look for yourself.看看你自己Check in with people informally. Ask them how the project is going and if they have any concerns about it. Be interested not only in issues related to implementation, such as schedule and budget, but also whether your employees believe that the project is effectively addressing the problem it is intended to solve.
• Recognize people's contributions承认人们的贡献. Implementation often goes unnoticed unless it fails. If things are going well, recognize individual contributions and celebrate successes.
Remember that mid-course corrections are sometimes required. Keeping abreast of progress during implementation will enable you to fix problems before they become major crises.
Allow for adjustments允许调整
Most implementation plans require some adjustment. If nothing else, conditions change over time. So occasional adjustments, ranging from fine-tuning to wholesale changes, are often needed.
What if the decision you've implemented ultimately doesn't work out as you'd expected? In most cases, corrections can be made. These will often involve only "tweaking" the decision you've implemented. But sometimes you may find that the alternative you chose just isn't working. In such cases, you need to revisit the decision-making process.
• Make sure you framed the issue correctly确保你正确地设计了这个问题. Have you learned anything new that makes you think the problem is different from what you thought the first time around?
• Has there been a change in your objectives你的目标有变化吗? Do you have new information that you didn't have before? Perhaps you see that one objective should have been given more weight and another one less?
• Have you learned about an alternative that wasn't considered the first time around你有没有学过第一次不被考虑的选择? Or, have you acquired a different perspective that causes you to reassess data you've had for some time?
• Go through your decision-making process again, preferably without reviewing your earlier results重新审视你的决策过程，最好不要回顾你之前的结果. With experience in implementing one alternative, chances are good you'll change your opinion of how well some of the other alternatives satisfy your objectives.
After you've evaluated how well each alternative would be expected to address each objective, return to the results of your first evaluation. Where you find discrepancies between the first time and this time, decide which one is more on target in light of what you know now.
An ongoing effort持续的努力
Many managers wait to evaluate a decision until the end of the process, after it has been implemented. This is too late. If there is a flaw in the decision itself, or in its implementation, you may learn a useful lesson about how not to make or implement a decision, but it will be too late to repair the damage.
Assessing the decision-making process is an ongoing effort that must occur in real time, throughout all the phases of the process. You need to monitor the tone of your meetings and address problems in group dynamics before they interfere with your goal. Sometimes new information becomes available, or new conditions arise, necessitating a mid-course correction in your objectives.
Have a plan for evaluating the various elements in your process, from gathering your decisionmaking team to implementing the actual decision. It could be something as simple as a checklist.
Take the time after each meeting to think about how it went.
每次会议结束后花点时间考虑一下进展如何。
Increase your odds of success Research suggests that decisions that include these five process characteristics have sharply improved odds of being successful:
• Multiple alternatives: Generally, successful decisions result from a review of many alternative solutions多个备选方案：通常，成功的决策源于对许多备选方案的审查. As your process unfolds, make sure that your group considers several alternatives before making its decision. The point-counterpoint approach is a useful method to ensure that at least two alternatives are considered. Remember, a "go/no go" choice involves only one alternative.
• Open debate: In order to generate creative alternatives, you need to facilitate open, constructive debate公开辩论：为了产生创造性的选择，你需要促进公开的、建设性的辩论. Strive to create an environment that supports inquiry-based discussions. Ask open-ended and hypothetical questions to encourage your group to explore a variety of possibilities. Listen attentively to your team's suggestions and emphasize positive group dynamics. Debate should be task-related, not emotional or personal. Make adjustments to your approach if the group is not working well together. Silence and suppressed arguments are both signs that the debate is not sufficiently robust.
• Assumption testing: It is unlikely that you will have complete information at the time you make your decision假设检验：在你做决定的时候，你不太可能有完整的信息. Your group will have to make assumptions as it proceeds. Make sure that your team recognizes when it is relying on facts and when it is making assumptions.
Further, the team needs to recognize which of those assumptions are closely tied to confirmed data, and which are not. The group may still choose to use untested assumptions in its decision-making process, but should reconsider the plausibility of these assumptions throughout the process.
• Well-defined objectives: Continually review your objectives during your meetings to ensure that your discussions stay on target明确的目标：在会议期间不断回顾你的目标，以确保你的讨论保持在目标上. If conditions change, you may need to refine your objectives or even your definition of the problem to meet the new conditions.
• Perceived fairness感知公平:Keeping people involved throughout the process is critical to the success of your decision. Your team members must feel that their ideas are being considered during the process in order to feel ownership of the final decision. Periodically evaluate the level of participation of your team members, such as after a milestone. If people have stopped participating in conversations or are doing so reluctantly, they may be dissatisfied with the process. Your job is to keep people engaged by acknowledging your team members'suggestions, and helping them understand why another alternative may be a better decision.
Paying careful attention to these characteristics throughout the decision-making process can be difficult and time-consuming. Making the effort to include them, however, gives your decision a much better chance of success.
The impact of decisions决策的影响
Whenever you make a decision, particularly a complex one, it will almost certainly impact other people. The consequences will be social as well as economic. Ethics and company values will often be at stake.
For example, a manager of a customer service phone line at a company that
manufactures a new medical monitoring device has been told that he needs to cut costs.
The company is in financial trouble and has to cut costs across the board to stay afloat.
Your team decides that the alternative that will result in the most savings is to charge customers for phone calls and to reduce the number of hours the line is open. Before making the final decision, however, the group should consider whether that option is a good balance between the interests of the company and those of the customer who may need help using the monitor.
Very few complex decisions can be made based on cost alone. Most decisions involve considering a variety of factors, and require sound judgment on your part in weighing those factors. As a manager, you need to assess the consequences of your alternatives as best you can and then make a decision.
Make ethical decisions做出合乎道德的决定
Ethics should play an important part in your team's deliberations before making a decision. Ask your group to explicitly consider ethical issues based on their own values—and not dismiss them as "soft" and therefore unworthy of discussion.
For example, if a team member feels uncomfortable because she heard rumors that the highly successful company you are considering working with overseas has been polluting the environment; she should be encouraged to bring her concerns to the table for deliberation.
One technique to ensure that ethics are considered during your discussions is to appoint an "ethical watchdog," or ombudsman. The person who fills this role would be responsible for ensuring that ethical issues surface during discussions. During the course of the decision-making process, the role of "ethical
watchdog" should rotate periodically.
Question your decisions质疑你的决定
There is no set of universal guidelines for making ethical decisions. However, a starting point might include asking yourself questions. The questions could be broad and far-reaching in scope, such as: "Which option will produce the greatest good and do the least harm?"
At a minimum, to ensure ethical decision making you should make sure that your decision passes the following two tests:
• The legal test法律测试. Ask yourself: "Is the decision against the law or against company regulations?" If the answer is yes, you clearly do not want to do it.
For example, a decision that discriminates based on race, gender, age, or religion would not be acceptable. You may also want to consider whether something that is technically legal goes againstyour company's regulations.
For example, your company may have a policy that its facilities must comply with all U.S. environmental regulations, even if the facility is located in a country or region where the environmental standards are more relaxed than in the United States.
• The stakeholder test利益相关者测试. Ask yourself: "Is the decision in the best interest of our employees, customers, community, and other key stakeholders such as federal or state regulators?" Sometimes a decision that doesn't directly increase profits is actually in the company's best interest.
For example, a pharmaceutical company's decision to provide low-cost
prescriptions to elderly and low-income customers may cost money up front, but significantly improve corporate image, potentially leading to increased profits in the future.
If your decision passes the two tests above, as a final check, you might want to consider what someone you respect would say if you told them you chose a particular option.
Another key to evaluating the ethics of an option is to consider whether the decision-making and implementation process is open and direct. If you do not want other people to know about the decision, you may not be making the ethical choice.
Ethics statements and personal judgment道德声明与个人判断
Some companies develop statements about their values and sense of social responsibility. These statements may include goals such as providing top-quality products, reducing waste to the environment, and fostering an open, honest, and direct corporate culture. While managers can refer to their company's value statement for guidance, it is unlikely that the company value
statement will be enough. You will probably have to use your personal judgment as well.
For example, in the case of dealing with an employee who has a drug problem, you may decide that the cost of getting help for this person (e.g., lost time on the job) is outweighed by the value of this person's skills or expertise to your group and your company.
In sum, important decisions cannot be based on financial considerations alone. 
As a manager, you need to consider the consequences of a decision in the broader context of the law, as well as the individuals and community it will affect.
Overview概述
This section provides interactive exercises so you can practice what you've learned. These exercises are self-checks only; your answers will not be used to evaluate your performance in the topic.
Steps for identifying decision-making objectives确定决策目标的步骤
1. Specify the objectives you want to reach指定要达到的目标。.
What are you trying to achieve by making a decision? Make sure that as many people as possible with a stake in solving the problem are asked to specify their objectives. If you find you're hearing two or more substantially different objectives, you may conclude you're actually facing two or more problems, or that more than a few stakeholders don't understand the problem, or that different groups hope to see the problem solved in very different ways.
2. Define—as specifically as possible—the performance level that represents a successful outcome 尽可能明确地定义代表成功结果的绩效水平.
Do you want a solution that boosts sales? By what percentage? For all regions? Be as precise as you can be.
3. "Paint" a picture of what things will look like when the problem is solved“画”出问题解决后的情况。.
Invite all stakeholders to describe the desired future state in as much detail as possible. Let imaginations and creativity run loose. Here, too, you may find significant divergence from one person to another. You may resolve differences by compromise, straight selection of one view over another, or by determining you in fact have two or more problems at hand.
4. Make sure your agreed-on objectives and outcomes are not in conflict确保你达成的目标和结果没有冲突.
You may have determined that part of your solution to customer complaints about telephone orders is to have all of your phone-order reps take an additional three weeks of training. Another part of the solution is to reduce standards for each rep's completed orders per hour from eight to seven. But can you have the lower staffing levels due to training and the fewer customers handled by each rep at the same time? Will customers then complain more about long waits to have their orders taken? If yes, goals may have to be adjusted.
Steps for creating a prioritization matrix创建优先级矩阵的步骤
1. Prioritize your objectives确定目标的优先顺序。.
List your objectives, in order of priority.
For example:
◦ increase profits
◦ keep costs low to the customer
◦ implement the change quickly
◦ use few internal resources
2. Assign a value to each objective为每个目标分配一个值。.
Because there are four objectives in our example, the most important one, "increase profits," will receive a value of four. The next most important one, "keep costs low to customer," will receive a value of three, and so on.
3. Create a matrix创建矩阵.
Make each objective with its value a column header along the top of the matrix. Make each of your alternatives a row.
4. Rate the alternatives评价备选方案.
Now decide how well each alternative will meet each objective. For example, ask yourself, "How well will Alternative A achieve the objective of increasing profits?" Give it a score from 1 to 10. If you think it will contribute significantly to increasing profits, you might give it a score of 9 for that objective. Next ask, "How well will Alternative A keep costs to the customer low?" If you anticipate that it may result in a substantial cost increase, you might give it a score of 2. Continue rating each alternative on every objective. If Alternative B will only increase your profits by a small amount, but will not increase the cost to the customer, and can be achieved quickly with not many more resources than Alternative A, you might rate it as shown below:
Another way to approach the prioritization matrix is to complete each column, one at a time. In our example, Alternative A may result in large profits, so you rate it 9. Alternative B may have little impact on profits, so you rate it 2. Then you proceed to the next column (objective), compare the alternatives and assign ratings. With both approaches, the results will be the same.
5. Calculate the total scores计算总分.
Multiply the score on an objective by the value of the objective. For example, Alternative A has a score of 9 on Increase Profits. The value of Increase Profits is 4. Therefore, Alternative A scores 36 on Increase Profits.
Add all the scores for each alternative. In this case, Alternative A is the best decision based on your priorities.
When you use a prioritization matrix, keep in mind the degree of variation between the different alternatives you are exploring. For example, if the difference in the amount of profits between alternatives is $5,000, you might think differently than if the difference were $100,000—especially if it also had a negative impact on the company, such as loss of jobs.
So, while prioritizing your alternatives can be useful, keep in mind that you should look at all the facts before you make your final decision.
Steps for using the point-counterpoint technique点对位技巧的运用步骤
1. Divide your team into two groups of equal size把你的团队分成两个大小相等的小组—Group A and Group B. Be sure to spread supporters of opposing ideas between the two groups.
2. Ask Group A to develop a proposed course of action for the decision at hand要求A组为手头的决定制定一个建议的行动方案。.Group A should include its recommendations, key assumptions, and supporting data in a written proposal.
3. Ask Group A to present its proposal to Group B in a meeting请A组在会议上向B组提出其提案。
4. Ask Group B to identify one or more alternative courses of action要求B组确定一个或多个备选行动方案. Group B should document its key assumptions and gather supporting data.
5. Ask Group B to present its ideas to Group A in a second meeting请B组在第二次会议上向A组陈述其想法。.
6. Hold a third meeting in which both groups come together to debate the proposals and identify a common set of assumptions举行第三次会议，两个小组一起讨论提案并确定一套共同的假设.
7. Manage the meetings so that the two groups continue to debate a variety of options based on common assumptions管理会议，以便两个小组根据共同的假设继续讨论各种选择。. The ultimate goal is to get the whole group to agree on a recommendation.
Steps for using the intellectual watchdog technique使用智能看门狗技术的步骤
1. Divide your team into two groups of equal size—Group A and Group B.
2. Ask Group A to develop a proposed course of action for the decision at hand. Group A should include its recommendations, key assumptions, and supporting data in a written proposal.
3. Ask Group A to present its proposal to Group B in a meeting.
4. Ask Group B to develop a detailed written critique of Group A's assumptions and recommendations.
5. Ask Group B to present its critique to Group A in a second meeting.
6. Ask Group A to revise its proposal based on Group B's feedback.
7. Ask Group B to present its revised proposal in a third meeting.
8. Manage subsequent meetings so that the two groups continue to critique and revise the proposal until they agree on a recommendation.
Tips for defining problems定义问题的技巧
• Begin by describing the problem in terms of symptoms, not solutions.
• Some problems aren't worth solving: the problem may be minor or the solution may be too costly.
• Break complex problems down into smaller parts: solve each part, then combine these smaller solutions into an integrated solution to the big problem you started with.
• When you're not sure or when there's disagreement about what the problem is, conduct research and collect data! Don't rely on people's subjective opinions as bias could be introduced.
• When you're having a difficult time understanding the problem, consider moving to a new setting as this might trigger new insights.
• When defining the problem, involve people with varying levels of areas expertise and people who come from different functional areas within your organization.
• Big problems don't necessarily have big causes: a small change can have a huge impact.
• When looking for the cause to a problem, look for something that changed at the same time the problem arose—you'll often find the cause there.
• Solutions often create new problems.
Tips for conducting a productive brainstorming session进行富有成效的头脑风暴会议的技巧
Ground rules基本规则
• Any number of people, from two up, can participate任何数量的人，从两个以上，都可以参加But experience shows that a group of 5 to 15 people works best.
• A facilitator should guide the session主持人应指导会议. Position and rank should play no role during the session.
• Everyone should accept all ideas and answers without dispute, criticism, or correction每个人都应该接受所有的想法和答案，没有争议、批评或纠正。. Those judgments and refinements come after the session—by the whole group or a subgroup. The key idea in brainstorming is "anything goes."
• Do everything you can to encourage a free flow of ideas尽你所能鼓励思想的自由流动. Rules and structure, other than the few listed here, can work against a productive session.
Process
• Write the problem, issue, or question the group will brainstorm on a chalkboard or flip chart, where everyone can see it throughout the session将问题、议题或疑问写在黑板或活动挂图上，让每个人在整个课程中都能看到. Get agreement from everyone that the issue is stated correctly and precisely.
• Have individuals generate ideas on their own first让个人先自己产生想法. Then open the session to ideas or answers from all participants. This can be a structured or unstructured process. In a structured process, go around the room asking for an idea from each person in turn. The participant who doesn't have an idea when it's his or her turn says "Pass." When everyone says "pass" on a single round, the session is over. In an unstructured process, anyone can mention an idea or answer at any time. When a full minute passes with no one mentioning a new idea, the session is over.
• On the chalkboard or flip chart, write every idea or answer that emerges. Don't paraphrase—try to capture the person's exact words.
• When the brainstorming is over, sort out all of the ideas and answers. You'll find similarities and overlaps that will allow you to put them into several general groupings. The groupings you come up with in a problem-solving brainstorming session will be your solution alternatives.
Tips for generating alternatives
• Invite outsiders, both experts and novices, to participate in your meeting on occasion to provide fresh ideas and critiques. Periodically bring in new people.
• Encourage team members to step out of their traditional roles when generating alternatives. For example, if you're trying to brainstorm new product ideas, invite someone from your marketing group to join your team, but ask that person to think about ideas from a sales or financial perspective. You will probably find that more creative ideas surface when people think without their functional hats on.
• Ask probing questions such as "What alternatives might we consider?"and "How would we respond to concerns about ____?" to avoid deciding too early on a solution that may not be the best one. Among the most important probing questions are those that test the validity of the group's assumptions. Those assumptions should be made explicit and discussed openly.
• Ask team members to play "devil's advocate" by researching and making a case against their preferred proposal. Ask them to explain in detail why the preferred option should not be adopted.
• Acknowledge and discuss minority points of view whenever possible. Try to include more than one person in your group who is likely to express a minority opinion. A single person that disagrees with the majority is far less effective than multiple dissenting voices.
• Be willing to consider and discuss views that are different from your own.
• Revisit abandoned alternatives from time to time to ensure that they were discarded using sound judgment.
Tips for keeping your group on track

• Structure your meetings informally. Start with a clean whiteboard or easel instead of a formal presentation. Keep your introductory comments brief. Encourage people to generate ideas and ask each other questions.
• At the outset, try to keep your opinions to yourself to avoid influencing the team in a particular direction. You want people to express their honest opinions, not what they think you want to hear.
• Clarify your objectives in the decision-making process and make sure that the group shares them. Ask team members to define their priorities about the situation and list what has already been done to achieve them. Revisit these objectives regularly to ensure that they are still valid and are still guiding your process.
• Once the ground rules have been established, urge the team meet without you for one or more meetings so that they can explore their own ideas. This will ensure that they are not overly influenced by your opinions, preferences, or priorities.
• Urge people to participate in discussions as "skeptical generalists." In other words, encourage them to act as unbiased critical thinkers rather than as advocates of particular interests. Emphasize that participants should be critical of ideas, not people.
• Encourage constructive contention by inviting others to challenge your opinions and ideas: "My perspective on this is _____; however, I may be wrong. Could you identify any gaps in my logic so we can come up with the most effective decision?"
• Signal unacceptable behavior by providing direct and immediate feedback to individuals who engage in unproductive conduct (e.g., going off on tangents, engaging in personal attacks, seeking support outside of the meetings, or ignoring other points of view).
• Watch for signs of discontent such as furrowed brows or crossed arms. If you notice that someone is clearly upset, you may want to call for a break in the meeting. Approach the person in private to explore her concerns, encourage participation in the group, and then reconvene the meeting.
Tips for promoting fair process
• Listen attentively to your group and be patient when people explain their ideas. Try not to interrupt.
• Make eye contact with your team members and nod your head to indicate that you hear what they are saying.
• Either take notes yourself or appoint a note taker to show that you are considering everyone's ideas and that their input is valued and respected.
• Clarify that while not all of your group's suggestions will be adopted, they will all be considered fairly.
• Ask targeted questions to promote understanding, debate, and the creation of new ideas.
• Repeat the main idea of an individual's comments when asking a question or moving the conversation in a different direction. For example, "You make a good point. Vendor A does have excellent references. Do others share these views of Vendor A? Has anyone identified any flaws with Vendor A's proposal?"
• If you are responsible for making the final decision (instead of having a consensus or majority vote), explain your reasons to the group. Let the group know how their ideas affected the final decision or explain why you chose to differ with them.
• Once a decision has been made, be sure to spell out any new roles and responsibilities as well as performance measures so people have a clear idea of what is expected of them.
Start a Group Project

Just like any change effort, successfully incorporating new skills and behaviors into one's daily activities and habits takes time and effort. After reviewing or discussing the concepts in this topic, your direct reports will still need your support to fully apply new concepts and skills. They will need
to overcome a variety of barriers including a lack of time, lack of confidence, and a fear of making mistakes. They will also need opportunities to hone their skills and break old habits. To help ensure their success, you can provide safe opportunities for individuals and your team as a whole to practice and experiment with new skills and behaviors on the job.
For example, to encourage the adoption of new norms, you can provide your team members with coaching, feedback, and additional time to complete tasks that require the use of new skills.
Management approaches such as these will encourage team members to experiment with new skills until they become proficient.
Group learning projects provide another valuable technique for accelerating team members' development of new behaviors. A group learning project is an on-the-job activity aimed at providing team members with direct experience implementing their new knowledge and skills.
Through a learning project, team members discover how new concepts work in the context of their situation, while simultaneously having a direct and tangible impact on the organization.
The documents below provide steps, tips, and a template for initiating a group learning project with your team, along with two project recommendations for this topic.
Summary
Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly.
Why Good Leaders Make Bad Decisions
Decision making lies at the heart of our personal and professional lives. Yet the daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are nevertheless hopelessly flawed at times. In part, that's due to the way our brains work. Modern neuroscience teaches us that two hardwired processes in the
brain—pattern recognition and emotional tagging—are critical to decision making. Both are normally reliable; indeed, they provide us with an evolutionary advantage. But in certain circumstances, either one can trip us up and skew our judgment. In this article, Campbell and Whitehead, directors at the Ashridge Strategic Management Centre, together with Finkelstein, of
Dartmouth's Tuck School, describe the conditions that promote errors of judgment and explore how organizations can build safeguards against them into the decision-making process.
All the Wrong Moves
Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis—and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement—but, two weeks later, the health
department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim?
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