Decision-making processes often founder under the weight of vested interests. These vested interests are often not overtly expressed, but may be a crucial blockage. Because they are not overtly expressed, it is hard to identify them clearly, and therefore address them, but it can sometimes be pos...

There are a number of problems that can prevent effective decision-making. These include:

Sometimes it’s difficult to make a decision because you just don’t care one way or the other. In this case, a structured decision-making process can often help by identifying some very real pros and cons of particular actions, that perhaps you hadn’t thought about before.

Many of these issu...

People are often very attached to the status quo. Decisions tend to involve the prospect of change, which many people find difficult.

For more about overcoming this, see our pages on Change Management

The opposite problem, but one that is seen surprisingly often: having so much conflicting information that it is impossible to see ‘the wood for the trees’.

This is sometimes called analysis paralysis , and is also used as a tactic to delay organisational decision-making, with tho...