The Human Equation

1362 WordsNov 3, 20166 Pages
Of the numerous decisions effectuated during a lifetime, a relative handful will stand apart in rather dramatic fashion compared to more routine activities emblematic of everyday life. These outliers typically distinguish themselves with long-term repercussions as their hallmark and the foreshadowing of financial peril emanating from miscalculation or misunderstood risk from the outset. Such exceedingly prodigious decisions primarily categorize as strategic with their formulation amalgamations of art, science and a smattering of other intangible elements. As a result, decision triggers ought to warrant extraordinary care and accompany thorough investigation of potential outcome scenarios, the least of which might take into account possible exit strategies. However, time and again, the human equation proves otherwise and omits that which seems so indispensable in the inexorable drive for an expeditious remedy. Although strategic decisions commonly associate with organizational entities such as the Department of Defense, the Fortune 500 and major research institutions, it would be erroneous to believe in the existence of some mutual exclusivity. In the chapters that follow, the writer presents a review of strategic processes promoting applicability to individuals while focusing on those rarefied decisions with illustrative examples demonstrating conceptual parallels with complex organizations they frequently tend to associate. Anything but clear-cut and definitive,

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