The last tactic that no-decision managers use for avoiding decisions is only recognisable by those who work closely with them. When faced with sustained pressure from subordinates to make a decision, they suddenly come out of their normal behaviour and seem to lose control: a sort of ‘outrageous behaviour’. An example would be extreme anger, […]

No-decision managers use implementing decisions made by others, first as a tactic to avoid decision-making and second as way of showing the world that they are not really managers who never decide but normal managers, because here they are looking as though they are suddenly making decisions, but all they are doing is carrying out […]

‘Deviated sideways delegation’ is the last way no-decision managers avoid decision-making though deviated delegation. Here, they persuade a colleague at the same hierarchical level to take a decision in their place. If they have a common project together, it might be possible for another manager to take the lead and make the key decisions. This […]

‘Deviated diagonal delegation’ is next best for no-decision managers, if their boss does not make a decision for them. This involves persuading a colleague of their no-decision boss or someone in headquarters to take a decision in their place. This option is easiest to manoeuvre when working in an organisation where managers have multiple bosses, […]

After the boss, the next group of people in the organisation that can step in to make decisions in place of the no-decision manager is their subordinates. I call this ‘deviated downwards delegation’