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’

No-decision managers realise that deploying tactics to avoid decision-making is not enough, so they have invented a process to find people in the organisation that are willing to step in and take decisions in their place. I call this ‘deviated delegation’. The most obvious person to make a decision in their place is their boss.

No-decision managers realise that deploying tactics to avoid decision-making, alone, is not enough. If no decisions are made at all, they will be discovered quickly and risk being fired. To overcome this, they have invented a process ……

Appointing a consultant to work on a problem is similar to the task force for no-decision managers and is only used by those in top management who have the authority and the budget.

Setting up a task force is only used by no-decision managers in top management, those who have a large organisation that they are supposed to manage.