The motto these days could not be clearer. In more and more regions of the world, people are favouring deadly confrontation over other conflict resolution strategies. Seen from the outside, this seems simply incomprehensible. While we deal with problems and strategies for the future, the present moment should be the undivided focus. Organising and documenting situational decisions in a comprehensible way is part of everyday life for managers. Many decisions in the environment of creative processes are difficult to derive systematically. Understanding thought and decision-making patterns helps to apply the principles of behavioural economics both privately and professionally. Our basic programming utilises survival strategies that largely determine the reality of our lives today.
We experience aggression on a daily basis, both at work and in traffic, for example, and many of us feel that tolerance and self-control are on the decline. The escalation of international trouble spots with merciless brutality makes us aware of this development on a global level. Everywhere, regardless of the conflict, people are responsible for their actions, some of which are inhumane. But even on a small scale, classic patterns of behaviour are recognisable, which we regularly exploit in marketing and management. Now is the time to address these cause-and-effect relationships.
Science has shown in countless empirical research and test series how the human mind works in terms of decision-making. The list of Nobel Prize winners presents us with astonishing details time and again. The effects of decision-making can be found in almost every business management handbook on the subject of leadership. In the creative industries, it is above all the different models that clash between controlling and creation, between project teams and process thinkers. Not every decision can be reached through hard thinking. Experience and intuition also play an important role - empirically proven.
Many companies have introduced guidelines to minimise their own liability. The aim was to provide uncontrollable employees with a defined framework for action in order to reduce the liability of their superiors. "Compliance" was born. However, these mostly process-orientated regulations do not work in the project business. On the contrary, the temporary employees perceive the masses of paperwork as a form of coercion and fail to recognise their protective effect.
Smaller companies in particular, whose value creation is based on temporary and project-related structures, do not experience any release from liability in practice, but rather additional effort without any tangible countervalue. Simply outsourcing compliance or GRC (governance, risk, compliance) to an external service provider or an online tool is often not expedient either. The way decisions are made in film is not procedural and follows the pattern of how people think. Nobel Prize winner Daniel Khaneman provides a good overview in his bestseller "Think fast, think slow".
Only those who take into account the basic mechanics of decision-making and the importance of action roles will be able to implement the current EU CSR directives. In professional and private life, however, carpe diem applies more than ever before.
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(Author: Markus Vogelbacher)