We Help You Achieve the Goals You Believe in

Making Expertise Matter with Decision Free Solutions

Decision Free Management

back to all services

NOTE: This DF Method is in development. See also below.

Decision Free Management is about achieving desired outcomes against minimal resources by the utilisation of available expertise in the field of Management.

Decision Free Management may sound like a paradox. How to manage without decision making? But management is not about “decision making”, as is explained in this column.

A decision is an unsubstantiated choice (as explained here). A decision increases risk. Management has better things to do than increase risk. They should first and foremost create the conditions to fully utilise the expertise available to them. Let the experts avoid decisions (by substantiating choices), or explain why they propose a certain decision. In Decision Free Management the manager no longer makes decisions but approves or disapproves.

Decision Free Management:

  • Is about creating the conditions required to optimally utilise the available expertise (establishing a culture of no-decision-making)
  • Allows for the positive identification of those best suited to do so
  • Maintains the role of managers as “gatekeepers”, but instead of decision making managers are to approve or to disapprove.
  • Replaces decisions with substantiated choices, ensures experts make the decisions (for further approval/disapproval), and identifies decisions as risks to be considered for Risk Management

Decision Free Solutions is currently developing this method and would like to get in contact with any part interested in:

  • Co-developing DF Management
  • Analysing/evaluating the role of management in modern organisations from the point of view of DFS
  • Implementing the method of DF Management within (a segment of) the organisation

Interested?

Contact us
Decision Free Solutions empowers your organisation with new insights

The alternative to decision making is transparency.

Decisions are conclusions reached after careful thought. When something requires 'thinking' it is not transparent. Transparency allows organisations to manage by approval (instead of decisions).

Read more

That decisions increase risk is not semantics, it is logic.

That decisions increase risk follows from the dictionary definition and use of logic. Few experience decisions in this way, for various obvious reasons. These reasons don't take anything away from decisions increasing risk. The risk is for real.

Read more

DFS helps you to become a High Performance Organisation

Many organisations strive to become a High Performance Organisation (HPO). But what is it, where to begin, where to go? Decision Free Solutions explains what an HPO is (in objective terms), and offers guidelines and practical steps to become one.

Read more

Leadership performance is easy to predict.

In every leadership-role the aim is to create the conditions to achieve the aims against minimal risk. The needed combination of experience and skills is always different. Simple observations help to identify the right person.

Read more
All explanations >
DFS helps you to become a High Performance Organisation

Many organisations want to improve organisational performance and strive to become recognised as a High Performance Organisation (HPO), but what is it, and what benchmarks to use? Decision Free Solutions explains what an HPO is, and how you can become (as well as recognise) one.

Read more
The alternative to decision making is transparency.

Decisions are conclusions or resolutions reached after consideration (the Oxford dictionary definition of ‘decision’). When something needs to be considered it means it is not transparent. Create transparency and what follows are not decisions but ‘the logical next step’. When something is transparent you don’t have to think. Transparency allows decisions to be replaced by approvals.

Read more
Leadership performance is easy to predict.

In every leadership-role the aim is to create the conditions to achieve the aims against minimal risk. The needed combination of experience and skills is always different. Simple observations help to identify the right person.

Read more
Everybody can manage risk, only few can minimise it.

In every organisation there are both identified and unidentified risks. Unidentified risks occur e.g. when aims are not clearly understood, when it is unclear whether the right expertise is available, or used appropriately. All of which results in decision making. To manage identified risks is straightforward, to minimise risk you must avoid decision making. Which is what an expert does. But what does it take to become an expert?

Read more
To stay ahead, freeing up resources beats cutting cost.

In good times it may be relatively easy to make profits. In bad times relying on quality alone can be challenging. But the approach of “cutting cost” will affect the quality of your solution, and margins will get affected. Implementing DFS improves the utilisation of available expertise, improving quality and (thus) bringing cost down. This is how expert organisations stay ahead of competition, and retain healthy margins.

Read more
That decisions increase risk is not semantics, it is logic.

That decisions increase risk follows from the dictionary definition and use of logic. Few experience decisions in this way, for various obvious reasons. Many unsubstantiated choices are made based on experience or are educated guesses. We get a lot of decisions right. When the risk does occur, usually much later, we often fail to make the link with the decision. What is more, making decisions often makes us feel good. But the risk is still for real.

Read more