My first no-decision colleague was told to decide on any one of the alternatives he had analysed in his report to headquarters to change the organisation. As a no-decision manager he found this impossible. He did nothing. He waited.
His immediate boss who had recently promoted him, could have made the decision in his place. It was after all a strategic decision for the business. He decided not to for reasons unknown to me. He could have helped my colleague to decide, but chose not to. I now know that any preference he would have suggested to my colleague, a true no-decision manager, would have been accepted immediately. He would have considered that the boss had just decided and he, my colleague, would be implementing a decision made by his boss. However he decided to delegate the decision to his subordinate following the recommendation of headquarters.
The same management team that had considered he was a brilliant manager a few month earlier and had promoted him, now decided he was an incompetent manager and fired him for not making the important decision. This was the first time I witnessed such a complete reversal in management’s opinion of a fellow manager.