Case-based Decision Making

Start with the business objective and non-negotiable constraints. Compare realistic options using evidence rather than personal preference.

Worked example: Demand is uncertain and expansion is expensive. A limited pilot can test demand before a full investment. It is better only if the pilot yields useful evidence at a manageable cost.

A manager must balance results, process and people. Seek relevant facts, use proportionate action and avoid making unsupported allegations.

Worked example: A project is late because of unclear ownership. Clarify responsibilities and dependencies before punishing one employee. Repeated documented neglect may require a different response.

Distinguish a skill gap, lack of resources, conflicting instructions and misconduct. Give the employee a fair opportunity to explain before deciding.

Worked example: If a new employee misses a target after receiving no training, provide training and clear expectations. If records show deliberate falsification, address integrity through the appropriate process.

Different stakeholders may have legitimate but incompatible preferences. Seek a feasible compromise without sacrificing safety or basic fairness.

Worked example: Customers want lower prices and staff want adequate staffing. Compare process improvements and transparent service tiers rather than silently lowering safety standards.

Use stated criteria such as need, impact, urgency and capacity. A fair rule should work consistently for all eligible cases.

Worked example: Two projects cost the same; one protects essential service while the other improves decoration. With urgent service risk and a limited budget, the essential service takes priority.

A policy should be clear, consistent, workable and reviewable. Consider how exceptions will be assessed and whether the rule creates unintended incentives.

Worked example: A strict attendance rule may penalise documented emergencies. A transparent exception process with evidence is more defensible than secret favours or unlimited informal exceptions.

Respect dignity, consent and the limits of your authority. Help through proportionate and sustainable action rather than a dramatic gesture that creates new harm.

Worked example: A community dispute involves noise complaints and a celebration. Agree on timing and volume limits through discussion, rather than assuming one group's interests erase the other's.

Separate urgency from importance. Address immediate serious harm, then actions with long-term value and dependencies.

Worked example: A safety incident and an ordinary presentation deadline arrive together. Contain the safety risk first, communicate the delay, then reschedule the presentation rather than ignoring either issue.

A short-term gain can damage future trust or capacity. Compare time horizons explicitly and avoid assuming long-term benefits without evidence.

Worked example: Skipping maintenance raises this month's output but may increase breakdown risk. Compare expected downtime and repair costs, not just the immediate production figure.