Decision Gap
The decision that is missing: it is due, everyone senses it, nobody makes it. Part I of the book “Die eine Entscheidung” bears this name.
The decision gap describes the point at which everyone in an organization knows what actually needs deciding, and nobody talks about it. Instead, programmes, roadmaps and new roles emerge. They are well meant and often well made, but they do not replace the decision. Transformation turns into busyness.
How it shows
A simple test: how many decisions in the last three months have bindingly changed something, such as a priority that has applied since, a stopped project or a shifted decision right? If the list is short, the programme is usually busyness, no matter how green the traffic lights are.
Why it persists
The outstanding decisions are uncomfortable because they question something existing: a budget logic, a distribution of power, a self-image. Decision avoidance then disguises itself as diligence.
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