So much of business relies on conversations. We spend a lot of time talking. Negotiating. Persuading. Explaining. Advising. Guiding. Coaxing. Influencing. Encouraging. Our primary medium for doing this is speaking. The entire point of conversation is to understand one another. And yet, so much of human communication is misunderstood, falls flat or backfires. Conversations often go wrong. While there are a multitude of reasons for the ‘disconnect’, communicating with clarity is really an art every person in business needs to master. But it’s so much harder than you think.

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When you look up “redundant” in a U.S. dictionary, it says “no longer needed or useful; superfluous.” In a British dictionary, it says “no longer employed because there is no more work available.” Systems, processes and people who are redundant aren’t, by definition, needed or useful to a business. Based on those definitions, no business should want to have the expense of redundant staff, systems or processes. But, in virtually all organizations, some redundancy is a good thing. Actually, it is arguably an essential thing.

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What’s the decision-making process like at your workplace or business? If it’s subpar, you’re not alone. A survey by McKinsey found that few organizations are happy with how they make decisions. Decisions are either fraught with mistakes (due to a lack of insights or distorted by emotion) or bogged down in indecision and friction. In business, decision-making is too often a lose-lose situation. The bigger the company and the more complex the business, the worse it is. If businesses need their decision-making to be quick, precise, and mindful of the entirety of their business – which they do – how can a business improve the decision-making process? Introducing Decision Intelligence.

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