Sunday’s Unchained Melody
Form in decision-making refers to the structure and approach used, influencing behaviors by shaping how options and trade-offs are evaluated and prioritized.
When Tradeoffs are ‘formed?
A trade-off involves balancing between two desirable but conflicting outcomes, where gaining one typically means losing another. It’s a compromise where the benefits of one choice are given up in favor of the advantages of another. Trade-offs are common in resource allocation, decision-making, and prioritization scenarios. — ChatGPT
Tradeoffs are ‘formed’.
The thought occurred to me, as one of the most difficult decisions we have to make as a leader is the form we use to formulate the endgame.
Trade-offs in Form?
In my mind, I’m not sure where trade-offs begin and end. It appears that any time a decision is made, tradeoffs emerge. However, it could be that tradeoffs are already within the form we use to create the decision structure.
Is there form in style?
In Leaderwork, it may appear as a style issue for leaders. By that I mean that particular styles of leaders tend to bring with them particular forms of leading. Categorically, these become clear as motives, values and behaviors emerge.
Most likely, being on a particular path of purpose enumerates very specific forms and their built-in tradeoffs; as an emergent decision structure will point in a particular direction and tradeoffs are already baked-in.
Leaderwork and tradeoffs?
I suspect what garnered my attention was an idea that Leaderwork has to do more with ‘form’ than tradeoffs.
Leader Form has to shift?
If you have a vision-mission-purpose, then you automatically create tradeoffs with those outcomes in mind. It may be a good idea to specifically examine or include an exercise regarding the form with tradeoffs and what that means for the future… in other words, it might be that the form we are using may need to shift?
Example:
If you’re an outcome-based leader, you may inadvertently trade off consensus where the form of arriving at an outcome may be less known before you traded-off consensus. Your outcome-based form may actually trade off a consensus-based form, where in the former, consensus may be short-stopped by an outcome-based form.
Social Motives for example?
Power, Avoidance, Achievement, and Affiliation present different forms of motivation where tradeoffs become important and occluded through the use of that form.
Form is a perspective!
I see leaders “selling” values, visions, and missions without formally looking at what — through the process — is being traded off as a result of the form at the root of the process.
Form may be much more important than content, which tends to be a reflection of form, like behavior is reflective of values.
Intention & Unintentional…
In a world where unintended effects may be as powerful or damaging as our intentions, tradeoffs and form seem relevant in any Leaderwork.
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Mike R. Jay is a developmentalist utilizing consulting, coaching, mentoring, and trusted advice emergent from dynamic inquiry as a means to cue, scaffold, support, lift, and protect; offering inspiration to aspiring leaders who are interested in humaning where being, doing, having, becoming, contributing, protecting, and letting go help people have generative lives.