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. Task forces are normally set up to examine a problem and propose a solution, but no-decision managers set up task forces to delay decision-making and to give them time to find someone else to make the decision.
The paradox here, with no-decision managers, is that setting up a task force is in itself a decision, but is one which enables them not to make an important decision later. It is part of a series of tactics I call ‘delay decisions’ where they put into place situations that either delay the decision for ever or give them time to find someone else to take it in their place.
While the task force is working the important decision is not required for several weeks if not longer, so decision-making is delayed. By setting up a task force no-decision managers are showing their hierarchy that they are normal managers and when the task force members have completed their work, the report is pushed up to the no-decision manager’s boss to avoid the decision anyway.
Normal managers do not need to invent these subterfuges. Setting up a task force is simply a business decision to look for the best decision for their organisation. Remember, no-decision managers are looking for any decision taken by someone else or no decision at all. They are not interested in the best one for their organisation.
Effect on subordinates
Subordinates working for no-decision managers in top management are themselves experienced senior managers. They suffer much less working for no-decision bosses, than younger managers who work for more junior no-decision managers. In fact, they cope better working with all types of toxic manager, of which no-decision managers are just one.