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Decision Free Management

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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

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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.

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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?

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