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I try to read a variety of books and other materials recommended to me from many sources. I've written a brief synopsis of the better ones, and offer them for your consideration below. -- Ron Kraemer

A Leader's Framework for Decision Making

David J. Snowden and Mary E. Boone
Posted:10/27/2008

In this article from the Harvard Business Review, Snowden and Boone discuss leadership and decision-making based on complexity science. In every organization we can identify situations or scenarios that are simple, complicated, complex, and chaotic. Applying a leadership or decision-making framework changes based on the scenario.  In “simple” situations there is a straightforward approach and a “right” answer.  In “complicated” and “complex” scenarios much more engagement is needed and there may be many right answers but no perfect answer.  In “chaotic” scenarios there are no “right answers but there are solutions that position you to take advantage of evolving situations.  At UW-Madison, many of the IT service decisions we face fall into complex and chaotic realms.  If we are always looking for the perfect solution we may find ourselves paralyzed.  Addressing situations that are “complex” or “chaotic” require extraordinary leadership, patience, and engagement and an openness to new ways of thinking.

If you are affiliated with UW-Madison, you can access HBR online through the UW-Madison Libraries using your NetID and password. Look for "Harvard Business Review" in the "E-Journal Title List" in MadCat.

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