A Leader s Framework For Decision Making - 857 Words

In the article titled, â€Å"A leader’s framework for decision making†, the authors David Snowden and Mary E. Boone discuss the poor policy decisions at the governmental level and the challenges facing uncompetitive local firms. The article explains how managers rely on common leadership approaches that work well in one set of circumstances but fall short of others. In the complex environment of the current business world, leaders often will be called upon to act against their instincts. They will need to know when to share power and when to wield it alone, when to look to the wisdom of the group and when to take their own counsel. A deep understanding of context, the ability to embrace complexity and paradox, and a willingness to flexibly change leadership style will be required for leaders who want to make things happen in a time of increasing uncertainty (Snowden Boone, 2007). Analysis David J. Snowden is the founder and chief scientific officer of Cognitive Edge, an international research network. He is based primarily in Lockeridge, England. Snowden holds an MBA from Middlesex University, and a BA in Philosophy from Lancaster University; and started his working career with Data Sciences Ltd (formerly Thorn EMI software), acquired by IBM in 1996. He was the Director of IBM s Institute for Knowledge Management and the founder of the Cynefin Center for Organizational Complexity. During this time, Snowden developed the Cynefin framework, a practical application of complexityShow MoreRelatedA Leader s Framework For Decision Making Essay1180 Words   |  5 PagesIntroduction Traditional methods for Leadership employ simplifications to the circumstances and situations a leader faces. It assumes a deterministic knowable world, and prescribes predictable responses that will help address problems a leader faces. 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