Senior Leader Decision Making

Just as many football players have failed to become great coaches, many governmental leaders, leaders of industry, and military officers have also struggled to succeed when placed at higher levels of responsibility. Understanding how to solve problems at increasingly higher levels of dynamic complexity is crucial to the success of the military as a whole. Being able to discern a complex situation, assess what is happening and what is critical, understand at a glance what is occurring and why, confidently identify what is important (and what is not), and then make a successful decision to respond are essential aspects of senior leader decision-making. Resources at this level are rarely sufficient to overwhelm the opposition continuously. Finding a 'path of success' that maximizes leverage over the competition at minimal cost is imperative for long-term operations. One way to explore this vital issue is to examine the thoughts and decisions of those who have been thrust into complex decision-making situations and have been successful time and again. Sir William Slim faced almost insurmountable complexity in dealing with the Japanese in the China-Burma-India theater during World War II. Yet he managed to find a way to succeed despite the challenges he faced, soundly defeating the Japanese and driving them completely from the country. Bill Gates has encountered a different kind of complexity in his remarkable rise to success in the computer software industry. He has consistently made decisions that have propelled him to the top of his profession, despite the complexities involved. This monograph examines the research question, "Do the decision-making methods used by Sir William Slim and Bill Gates correspond to the theories espoused by Gary Klein regarding patterns and anomalies, singular evaluation, and leverage points?" The author concludes that both individuals utilize patterns and anomalies effectively.