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.
