January/February 2002

MAKING DIFFICULT DECISIONS IN TURBULENT TIMES
by Michael Roberto

In turbulent times, some leaders make tough choices with courage and conviction. Others, however, remain indecisive. But most executives find ways to cope with uncertainty, ways that enable them to make sense of a confusing situation. In this article, the author describes seven strategies that leaders can use to cope with ambiguity and complexity when making decisions. He also points out their drawbacks, underlining the need to take great care when deploying these strategies.

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About the Author

Michael Roberto
Michael A. Roberto is a faculty member at Harvard Business School and author of Why Great Leaders Don't Take Yes for An Answer: Managing for Conflict and Consensus (Wharton School Publishing, 2005).