DECISION BINARIES: THE WORLD IN BETWEEN AND BEYOND

Shades of Grey

We grew up with, for long in existence, binaries like, ‘yes, no’, ‘right, wrong’, ‘good, bad’, ‘kind, cruel’ and ‘friend, enemy’ etc. "With Us, Against Us" is a binary that took birth in US during the first Gulf war but is gaining currency, as political systems world over turns authoritarian. Binaries represent a judgmental choice or decision. Between the two finite elements of binaries, exist large swathes of neither, often referred to as ‘shades of grey’ that is either laboured on or ignored before arriving at conclusions. Though decisions appear merely as choice between the two sentinels of a binary, for the conscientious many a dilemma needs to be conquered and compromises made enroute to reach either.

“To be or not to be”

Decisions in life threatening situations are indeed instantaneous. The brain automatically carries out extensive high-speed scan of the situation in light of the knowledge already acquired, weighing innumerable permutations and combinations to reach ‘split second’ decisions. Choices in such ‘fight or flight’ binaries thus appear naturally as our reflex. However, sound strategic decisions emerge after deliberate scan of areas between the binary generating multitude of options, providing countless binaries to choose from and evaluating consequences of each of the choices generated. Farsighted decisions are consequences of exploring regions beyond ‘visible’ binaries. The Shakespearean soliloquy “To be or not to be"[1] beautifully captures this flux.

Non-Linear Decisions

Solving a single-variable mathematical linear equation is easy. Solution to equations with three or more variables, involves complex elimination processes. Nonlinear equations exist on a different plane. Real life situations are neither linear nor have limited variables. Countless variables, most upfront and chaff, some predictable others unpredictable, several that preclude elimination, many random and vacillating, few invisible and others cloaked daggers, knotted into complex relationships, influenced by apprehensions, ego, fear and misunderstandings, masquerade as ‘decision-situations’.  Survival quality of life and progress, finally is the outcome of the choices made.

Visionaries

Even at the basic level of human existence such complex situations exist. Many are content to live out their daily lives through a series of binary decisions, conditioned by biases and survival tools imbibed as they grow. Such decisions conform to existing social norms and merely add volume. Higher the level of operation, longer the time span covered and larger the number of people involved, risks and unpredictability associated grows exponentially. Impact of the ‘binary’ adopted in such cases may affect the decision maker, those around and even the society at large.

Despite the risks involved, a few dare to tread the untrodden, taking decisions incongruent with common perception and beyond others’ comprehension. Such paths are packed with innumerable obstacles and inundated with pestering chatter of naysayers. Yet they leap, the leap of faith. Many flounder and few succeed. Those who can visualize uncertainties beyond the horizon succeed in actualizing their dreams; and we call them visionaries.

Investment Risks

Each ‘considered’ decision is a choice between a binary like ‘yes or no’, ‘right or wrong’, etc. Choices derived from calculus of mere visible cause, effect and probability of success under prevailing conditions are short sighted, have minimal risks but returns insignificant little. Choice from a binary in pursuit of an easy way forward seldom begets progress. That is what almost everyone does.

Visionaries on the other hand scan far beyond and deeper than the easily visible and force open new vistas of opportunities. They slice open situations and conditions with an eye on reluctant details and heart beyond the horizon to create new sets of binaries. What may appear as suicidal decisions, to the faint hearted and short sighted, would really be bold steps towards success. The story of Indian steel and Indica sums up journeys beyond easy binaries amidst a crowd of naysayers. In fact, many mega ventures have taken birth only through such audacious moves. The deciding factor is the ability of the individual to scan the large landscape hidden by the obvious.

Organisational Context

Decision dilemmas exist in organisational affairs also. The visible binary ‘approved or Not approved’ in an intra-organisational communication is actually the summation of many aspects unsaid and often influenced. Any decision for that matter would either become component of a greater decision or be the summation of many micro decisions. The credibility of the decision depends on the quality of the input scan made by the decision maker.

Irrespective of what was said and meant, most of us hear and assign motives we want. Trainers world over have regaled audiences with fun filled communication exercises proving this point. Even written words suffer the same fate. How else do lawyers make money? The burden of inference and response rests with the recipient. Thus, decision makers in an organisation needs to keep formal and informal communication free of clutter. When communication is open and transparent, areas required to be considered for decision-making open up truthfully. As the ‘fish-bone’ sketch becomes bigger, decision binaries become inclusive.

In the end, responsibility of the decision rests with the decision maker. No wonder, it is said, “uneasy lies the head, that wears the crown”.

Moral Compass

When human beings make decisions, moral coordinates become relevant. Defining morality however, is an organisational or individual choice.

Organisations must aim to live long unless created for fly-by-night operations. Organisational longevity and social relevance are results of strategic decisions. If strategic decision-makers operate with high levels of morality, they create organisational culture which could transcend generations. Such organisations generally invest heavy on the society.  There are also organisations that openly dabble in the grey without breaking rules. They even offer high returns. However, they don’t evoke venerability the former enjoys.

Individuals, for whom discarding moral compass at will and changing moral coordinates for convenience without remorse, decision to employ ‘hook or crook’ means is justified by the ends achieved and conscience silenced and pacified since “everything is fair in love and war”. Once initiated such techniques become ingrained and natural. If at all, the guilt is felt only once. Their words and actions come from inherent perverted greed that defines their persona. Such people pollute organisational ethos and vitiate the  society they belong to. Some of them notch up spectacular victories, muster coteries and even wield power. But the fact remains, that they sprout and disappear sooner than later.

Slice of Indian History

Many businesses have emerged successful from decisions that can at best be called ‘leaps of faith’. Most of these, owe their origins to ‘leaps’ that defied contemporary logic, survived on dreams and grew passionately nurtured by one or a few. When morality is a non-negotiable component of decision making, organisations flourish and survive centuries, irrespective of the socio-political environment it finds itself in. Tatas[2] are synonymous with this organisational ethos.

The story of Indian steel began in 1882 because Jamsetji Tata took a tremendous leap of faith. The first ingot rolled out in 1912 because Tatas went beyond the visible easy binaries. The first truly Indian Car launched as “more car per car” encountered rough weather. The company is said to have attended to all complaints at no cost to the clients. Tata rebounded with “even more car per car”.  They not only recovered losses but left an indelible mark on the market. It happened because Tatas chose to go beyond easy binaries. They have a tradition of going beyond visible binaries.

There would be and would have been many such organisations and individuals across India and world over who dared to see beyond the visible binaries.

Choice

Every decision, personal or organisational is a choice from a binary. The number of binaries one generates for a given situation, to decide from widens coverage and strengthens decisions. The binaries or choices generated is subjective and depends on the ends[3] envisioned by the decision maker and more predominantly the means considered acceptable. This in turn comes from the philosophy of life internalised by the decision maker, hence the difference in quality of the decision. After all, core of every decision reflects the value system internalised by an individual.

Collective decision making, however democratic it may be, is the result of influence and synergies that operate during decision making. Profits and immediate success entice organisations and individuals to freely dabble in the grey. It is legal too. Moral coordinates are deliberate choices that decision maker adopts himself to abide by.

There’s no definite binary other than ‘dead or alive’. The ambiguity associated with binaries is best illustrated by the countless living-dead we encounter daily and the few who live on, even after death.

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[1] "To be or not to be : that is the question…” William Shakespeare Hamlet

[2] The Tata Saga Inspiring Stories from a Timeless Institution

[3] Referenced to Discussions on the subject with Dr Abraham Kuruvilla, a renowned and accomplished counsellor.