The motto these days couldn't be clearer. In more and more regions of the world, people prefer deadly confrontation to other strategies for conflict resolution. From the outside, this seems simply unbelievable. While we deal with problems and strategies for the future, the present moment should be our undivided focus. Making situational decisions in a comprehensible manner and documenting them determines the everyday life of managers. Many decisions in the context of creative processes are difficult to derive systematically. Understanding thought and decision-making patterns helps to apply the principles of behavioral economics in private and professional life. Our basic programming uses survival strategies that largely determine our reality today.
We experience aggression every day, both in the workplace and in traffic, for example, and many people feel that tolerance and self-control are declining. The escalation of international crises with merciless brutality shows us 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 behavioral patterns can be recognized that we regularly use in marketing and management. Now is the time to address these cause-and-effect relationships.
Science has shown through countless empirical research and series of experiments how the human mind works in terms of decision-making. The list of Nobel Prize winners always presents us with astonishing details. The effects of decision-making can be found in almost every business administration handbook on the subject of leadership. In the creative industries, it is mainly the different models that clash between controlling and creation, between project teams and process thinkers. Not every decision can be reached through strenuous thinking. Experience and intuition also play an important role - empirically proven.
Many companies have introduced guidelines to protect themselves from liability. This was intended to give uncontrollable employees a defined framework for action in order to reduce the liability of their superiors. "Compliance" was born. However, these mostly process-oriented regulations do not work in project business. On the contrary, temporary employees perceive the masses of paperwork as harassment and fail to recognize their protective effect.
In practice, smaller companies in particular, whose value creation is based on temporary and project-related structures, do not experience any release from liability, but rather additional effort without any tangible return. Simply outsourcing compliance or GRC (governance, risk, compliance) to an external service provider or an online tool is often not effective either. The way in which 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 "Thinking, Fast and Slow".
Only those who take into account the basic mechanics of decision-making and the importance of roles will be able to implement the current EU CSR guidelines. In both professional and private life, however, the motto Carpe Diem applies more than ever before.
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(Author: Markus Vogelbacher)
© Image by Giorgos Arapekos from Pixabay