Steven Sample Described Two Rules Of Decision Making For Con
Steven Sample Described Two Rules Of Decision Making For Contrarian Le
Steven Sample described two rules of decision making for contrarian leaders: “(1) Never make a decision yourself that can reasonably be delegated to a lieutenant; (2) Never make a decision today that can reasonably be put off to tomorrow” (Sample, 2003). Discuss your agreement or disagreement with these rules. Identify pros and cons of these rules of decision making. Discuss if these rules would be effective if applied in your current work environment. (Hospital Admin) Discuss a work, life, or academic decision-making situation when you followed these rules and the results were positive and a situation when you followed these rules and the results did not yield positive results. Reference Sample, S. B. (2003). The contrarian's guide to leadership. Hoboken, NJ: John Wiley & Sons. APA format, 400 word minimum, scholar references.
Paper For Above instruction
Decision making is a critical component of effective leadership, especially within complex and dynamic environments such as hospital administration. Steven Sample’s two rules of decision making for contrarian leaders emphasize delegation and patience, which can significantly influence leadership effectiveness and organizational success. These rules advocate for empowering subordinates and delaying decisions to ensure thoroughness, ultimately fostering better outcomes.
The first rule, “Never make a decision yourself that can reasonably be delegated to a lieutenant,” resonates with the principles of effective delegation and empowerment. In healthcare administration, where decisions often involve multiple layers of complexity, delegating routine or specialized decisions allows leaders to focus on strategic issues. Delegation can enhance team engagement, develop subordinate skills, and improve overall organizational responsiveness. For example, entrusting department heads with operational decisions can expedite processes and foster a sense of ownership, which is essential in hospital settings where timely responses can impact patient care.
However, this rule may pose challenges in scenarios requiring immediate executive intervention. Critical decisions affecting patient safety or institutional reputation may demand swift, leader-level judgment. An over-reliance on delegation could risk insufficient oversight or delays in decision-making during emergencies. Moreover, some leaders may struggle with relinquishing control, potentially leading to miscommunication or inconsistent decisions if subordinates lack adequate expertise or judgment.
The second rule, “Never make a decision today that can reasonably be put off to tomorrow,” encourages patience and the avoidance of impulsive decisions. In hospital administration, where decisions often have far-reaching implications, taking time to gather relevant data, consult stakeholders, and consider alternatives can lead to more informed, effective solutions. Delaying certain decisions can also prevent burnout among leadership by avoiding hurried judgments under pressure.
Conversely, this rule might be detrimental when immediate action is necessary. Healthcare crises, such as sudden patient surges or equipment failures, require prompt decision-making. Hesitancy or procrastination in such instances could compromise patient safety or operational integrity. Therefore, applying this rule necessitates discernment—distinguishing between decisions that can be deferred and those that demand immediate resolution.
In a hospital administration context, these rules demonstrate potential benefits when appropriately applied. For example, delegating routine operational decisions to subordinate managers enabled me to concentrate on strategic planning, resulting in improved departmental performance. Conversely, delaying emergency response decisions during critical incidents led to avoidable disruptions, illustrating the importance of judgment in applying these rules.
In conclusion, Sample’s rules provide valuable guidance emphasizing delegation and patience, which can promote thoughtful leadership and organizational efficiency in healthcare. However, their applicability depends on context, requiring leaders to balance delegation and patience with urgency and decisiveness. Effective hospital leaders must exercise judgment, recognizing when to follow these rules and when to adapt to the exigencies of healthcare environments.
References
Sample, S. B. (2003). The contrarian's guide to leadership. Hoboken, NJ: John Wiley & Sons.