Military Leadership - and Negotiation
Useem talks about making decisions quickly, especially when you don't have all the information you need. One key point: in high-stress situations, when you have 70% of the information - readiness and consensus - you need, make the decision and move on your decision (Useem, 89).
Weiss makes points on how to strategize - negotiate - in the middle of the action (Weiss, 68-74). Be curious - get the big picture. Collaborate - "why is that important to you?" Get buy-in - "What should we do?" Build Trust - respect comes first. Process focus - slow the pace if you've got to.
Interesting. Now we've got two opinions. Make your decision and act. Or build consensus by negotiation in the middle of the action. Normally, I'm more likely to try action. There are times, however, when my interest to learning, acting and correcting doesn't make sense, especially in complex environments with multiple players.
Reference
Useem, Michael. Four Lessons in Adaptive Leadership. Harvard Business Review. November 2010. 87.
Weiss, Jeff, Aram Donigian, Jonathan Hughes. Extreme Negotiations. What U. S. soldiers in Afghanistan have learned about the art of managing high-risk, high-stakes situations. Harvard Business Review. November 2010. 67.