Having exhausted the simple physical tactics of decision-avoidance, no-decision managers turn to more devious psychological ones. The first in this series I call the ‘artificial agreement,’ where no-decision managers announce that they agree with their subordinate.

Having exhausted the simple physical tactics of decision-avoidance, no-decision managers turn to more devious psychological ones. The first in this series I call the ‘artificial agreement’.

Positioning a guard to prevent access is an expensive but effective way to avoid decision-making. The guard of course is a secretary or personal assistant of the no-decision manager

Tactic number 5 is a logical extension of tactic number 3 ‘judicious absence,’ where no-decision managers instead of being absent and unable to make decision, simply put up barriers to prevent access

No-decision managers learn early in their careers that the first three tactics are totally inadequate as the only decision avoidance mechanisms. The fourth tactic, I call ‘ignoring’. No-decision managers ignore subordinates who remind them too often to take a decision.