EMC268 Indecision can kill 
To:   Emergency Communications Units - Information Bulletin 
To:   Emergency Management Agencies via Internet and Radio
By:   Auxiliary Communications Service (ACS) of the California
      Governor's Office of Emergency Services

EMC268 Indecision can kill       Release 12/18/00

One of the most disheartening aspects of working in some EMCOMM
units can be what is perceived to be personal indecision by those
in the chain of responsibility; whether the program manager or
those who are somewhere else in the authority as part of the
agency decision making process. 

While subordinates may have little opportunity to influence the
indecisive manager (at any level) the topic itself can be worked
around if one is adroit at working "behind the scene" in quiet
and subtle ways. However, this isn't the place to go into that
but rather let's look at what indecision does to the person.

Habitual indecision can kill the indecisive person as well
as the program that is being affected by an indecisive manager.

Habitual indecision is a difficult challenge to overcome, yet it
can be done. Unfortunately it feeds on itself and can become far
more detrimental than may be realized.

How is that? Because of the inner stress it creates in the very
person who is indecisive: 
    1. Indecision is a decision to let things remain as they are.
    2. There is almost always an inner knowledge that the person
       didn't really do what SHOULD have been made; i.e., 
       make a decision and move on. 
    3. The longer the person has been indecisive, the harder it 
       is to made a decision. Weakness leads to weakness.

The cumulative effect stress often leads to a serious draining of
body and mind energy. The person is always, or very frequently,
tired-out, almost exhausted or nearly so. That can lead to a
problem in the heart, stomach, organs, or glands. Why? Because
they are under "attack" from the stress of not making a decision
that another part of oneself (your own subconscious) knows should
be made and which the mind is capable of making.

Deciding to "do nothing" about a situation that one knows really
NEEDS a decision seldom eases it although one may think otherwise.
Instead it puts subtle internal pressures on the body and mind.
Unfortunately, it also puts great stress on those being managed.

Decisive managers are willing to take risks with assignments of
tasks; to allow an employee or volunteer staffer to make a
mistake on a project or assignment, and to learn in the process.
Indecisive managers characteristically put off a decision on an
issue because they are afraid they may make a mistake. One study
indicated that 95% of what decision makers "fear" never occurs,
so the odds appear strongly in favor of those who move beyond
such fears.

The risk of decision making is a part of managing. Decision
creates an opportunity for something to happen. The act of making
the decision opens the way for something new to occur; for a
program to move, change or do something that overcomes a problem.

Making decisions when they need be made allows life to move on,
and the body to become healthier as the "dross" of indecision
falls away. It can literally be transforming when it releases
latent capabilities that have otherwise been held back. Making a
difficult decision, and implementing it, can be one of the most
rewarding experience of your life.

Cary Mangum, W6WWW        E-mail: cary.mangum@macnexus.org
EOM