Link: http://theknowledgeeconomy.anorien.com/2013/06/05/enterprise-architecture-exposing-procrastination/
The ability to make accurate, informed and timely decisions is critical if a business is to perform at its best.
The decision making process however is affected in some individuals by behavioural characteristics that is manifest in serial procrastination.
Procrastinators can be classified into three distinct groups with the consequences of their behaviour being quite different.
- Arousal types: thrill-seekers, who wait to the last minute for the euphoric rush. This type of individual is quite capable of making accurate and informed decisions but exhibit a ‘just in time’ delivery approach. This is a risky approach to making decisions as ‘Just in time’ can be too late. When a decision is made and the ‘gamble’ of waiting pays off the decision make be regarded as a ‘hero’, having ‘saved the day’.
- Avoiders: who may be avoiding fear of failure or even fear of success, but in either case are very concerned with what others think of them; they would rather have others think they lack effort than ability.
- Decisional procrastinators: Cannot or will not make a decision. Not making a decision absolves procrastinators of responsibility for the outcome of events. Unfortunately for a business ‘NO Decision’ is a decision to do nothing.
An active Enterprise Architecture provides a very real tool that can moderate the behaviour of the Procrastinator. Access to a good source of Enterprise Knowledge with the ability to determine a quantitative impact of decisions (or lack thereof) with a time dimension overlayed drives
- the Arousal type to make their decision earlier by exposing the impact of delay.
- the Avoiders to commit to a decision as the impact of not making a decision, being visible to others, will also now have a reputational effect.
- the Decisional Procrastinator, like the Avoiders are confronted with the realisation that not making a decision is a decision in fact so will be lumbered with the responsibility of the outcome no matter what it may be.
An Enterprise Architecture, supported by good processes in how it is used, good governance and a high level of compliance, provides the decision makers within the business with the tools and the incentive to make as good decisions as they are able.
Good decisions, delivered when they need to made can only be good for the business.
