Inability to reach decisions frustrates UK executives

Regrets over decisions taken and barriers in the way of decision making are frustrating UK executives, but they are determined to solve problems and find ways to overcome these hurdles.

A quick-reaction survey conducted by the Chartered Management Institute shows that 4 in 10 senior managers admit to taking decisions against their better judgement. Asked what prevents them from reaching decisions 1 in 5 blamed undue pressure from colleagues and 15 per cent suggested they lack the time to consider problems carefully. A further 14 per cent focused on bureaucracy and 13 per cent cited a lack of resources.

Encouragingly, 9 in 10 are confident about their own decision-making abilities. Most recognise the need to consult others, with 78 per cent consulting their team and 48 per cent talking to stakeholders. Only 21 per cent admitting to relying on ëgut feelingsí.

To address their frustrations and provide guidance for managers and leaders, the Chartered Management Institute will run a special session on ëProblem Solving and Decision Makingí at its National Convention, at the Hilton Birmingham Metropole, 11-12 October 2007. Aiming to develop techniques and strategies to improve decision-making, it will focus on avoiding errors and the role of perception and language in persuading others.

Under the theme of Management and Leadership for Tomorrow, the seminar will form part of a series of 40 workshops at the two-day conference. Issues such as the role of technology will be covered by Microsoft, alongside seminars on ethics in the workplace and fraud prevention.

The conference will also host keynote addresses from senior business leaders, including:

ï Patrick Dunne, group communications director, 3i
ï Richard Bowker CBE, chief executive, National Express Group
ï Sir Gulam Noon MBE, chairman, Noon Products

Jo Causon, director of marketing and corporate affairs at the Institute, says: ìSome decisions can, and need to, be made quickly. It does not mean decisionñmaking is an easy task but there will always be occasions when reflection is the best approach. Good managers and leaders, however, need to know when it is appropriate to think and when it is better to act. They may not be right every time, and when they do get it wrong, it is far better to admit mistakes and move on, than be frozen by a fear of failure.î

At the 2007 National Convention, the Chartered Management Institute will also showcase two major new pieces of research. The reports will highlight the Quality of Working Life amongst UK employees and provide an insight into the learning and development habits preferred by individuals and their employer.