In times of great upheaval and economic, ecological and political uncertainty, business decisions become a challenge. Because the contexts in which decisions have to be made are becoming increasingly complex. If we want or have to decide, we look for orientation.

We try to apply rules. Here, rules do not only mean fixed instructions that can be understood by everyone, such as laws or prohibitions, but also any body of knowledge, concepts, or positions that define the decision-making options available to us. In companies / institutions, these are, for example, market and industry-specific knowledge and ‘best practices’ derived from it, or also processes, values ​​and guidelines. Rules and concepts initially give us a reassuring framework.

Unfortunately, or in the words of the French philosopher Derrida, fortunately, the application of this body of knowledge is not as simple as it seems. Every individual case, every situational circumstance is special with Derrida. What does it mean to act sustainably this time ? What does equal opportunity mean in this situation ? What is efficient right now ? It could always be one option, but also another.

But this lack of certainty need not deter us. Rather, with Derrida, we are asked to take responsibility for our ignorance and to come out with an unsecured, but therefore always only provisional, answer. Where there is a blind spot within a concept or a decision path, it is up to us to decide how and with what this void could be filled, at least for the moment.

Derrida’s assessment frees us from the idea that we might hit the mark when making decisions. Because with Derrida it is simply impossible to fully grasp the complexity of a situation. It is the perceived impossibility of this task that makes it so interesting for questions of change and the unusual decisions that are sometimes required. After all, there is nothing we can hold on to as we leap out of the unknown. But only if we dare to take this leap do we show ourselves, get in touch, discuss and contribute to progress.

With a view to one’s own decision-making processes and/or decision-making processes in companies and institutions, two typical patterns can then be observed:

Because we don’t want to show ourselves before we’ve thought through what we have to say, we keep delaying making decisions. Or else, we act as if there was a final solution. As if we knew how to conclude the lack of certainty.

So, in a way, both patterns remain stuck in an energy-sapping process. Sometimes the safe solution is desperately sought, sometimes an as if solution is defended. In both cases, an attempt is made to avoid Derrida’s leap.

Jacques Derrida and his philosophical perspective show that the leaps we take in decision-making are extremely productive. Through them we can break up blocking processes and shape change. When we draw attention to what seems worthy of consideration and important in a situation with our decision, we supplement existing bodies of knowledge with something new. So why not just take the plunge?

dr Mareike Teigeler, compassorange

Book dr Mareike Teigeler for an “Inspirational Talk” at your next annual retreat, your next network event, retreat or fireside chat… on the subject of “making decisions”:

“Take the leap”, “Start with the impossible” or “Make not knowing productive”.

Contact and further information on the lecture content via: info@compassorange.de .