Dear Members,
On one of the WA groups, the Administrator of the forum has brought up a topic for discussion. Today's topic is on decision-making based on the head or heart. The following are the questions that he has raised:
Should the decision be taken by the brain or heart as far as organizational issues are concerned?
Does HR have to use the heart in making decisions pertaining to human resources?
What are the implications on the organization if decisions are made by the heart?
I have provided replies to his questions. My responses are as follows:
Dear Rajaram,
Replies to your questions are as follows:
Q. 1 Should the decision be taken by the brain or heart as far as organizational issues are concerned?
Reply: Should a manager or leader use his/her head or heart when making decisions is a very old discussion that has been ongoing since the days of personnel management. This is a timeless topic, and the discussion will continue indefinitely. In the capitalistic world, the competitiveness of the enterprise is crucial. Competitiveness often leads a leader to be ruthless. Despite the emphasis on Emotional Intelligence by HR professionals, you will find that leaders of top-notch companies like Jack Welch of GE, Steve Jobs of Apple, or Carl Bezos of Amazon are/were absolutely ruthless. However, this ruthlessness must be in the interest of the organization. Therefore, the answer to the question is simple: use the head or heart depending on the situation. The decision-making process should enhance the brand image of the company, improve competitiveness, and, above all, be just and fair, within the boundaries of the law.
Q. 2 Does HR have to use the heart in making decisions pertaining to human resources?
Reply: As mentioned in the previous response, one cannot always rely solely on the head or heart, whether one is an HR professional or not. HR plays a role in building the culture of the organization. Therefore, when making decisions, it is essential to consider the impact that the decision may have on the organization's culture. Additionally, in many organizations, HR merely acts as a messenger or implementer. Decisions regarding increments, promotions, dismissals, etc., are made by the top boss, and HR has no say but only implements them.
Q. 3 What are the implications on the organization if decisions are made by the heart?
Reply: Heart-based decisions are emotion-driven decisions. The risk of such decisions is that they can lead to nepotism, inefficiency, etc. It is common to see board members being immediate family members like sons, daughters, brothers, etc., of the Managing Director. There is a presumption by the MD that they are capable of holding a seat on the board. Merit-based selection is in the organization's best interest, but emotions often prevent MDs from making those choices, which can hinder the organization's growth. Rewarding long-serving employees over performance is another example of a heart-based decision. Many General Managers or Vice Presidents hold their positions due to loyalty to the top boss rather than based on their performance.
Final Comments: Is it possible to make decisions that are based on both the head and heart? Indeed, it is possible. Jack Welch of GE, for instance, removed the bottom 10% of performers consistently. However, even when letting them go, he was generous and provided a decent severance package. He argued that a poorly performing employee causes significant losses to the organization. In contrast, in India, on-the-spot dismissals or withholding full-and-final settlements are common, stemming from arrogance fuelled by excessive pride. These decisions, far from being heart-driven, are not even rational.
Thanks,
Dinesh Divekar
From India, Bangalore
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8218On one of the WA groups, the Administrator of the forum has brought up a topic for discussion. Today's topic is on decision-making based on the head or heart. The following are the questions that he has raised:
Should the decision be taken by the brain or heart as far as organizational issues are concerned?
Does HR have to use the heart in making decisions pertaining to human resources?
What are the implications on the organization if decisions are made by the heart?
I have provided replies to his questions. My responses are as follows:
Dear Rajaram,
Replies to your questions are as follows:
Q. 1 Should the decision be taken by the brain or heart as far as organizational issues are concerned?
Reply: Should a manager or leader use his/her head or heart when making decisions is a very old discussion that has been ongoing since the days of personnel management. This is a timeless topic, and the discussion will continue indefinitely. In the capitalistic world, the competitiveness of the enterprise is crucial. Competitiveness often leads a leader to be ruthless. Despite the emphasis on Emotional Intelligence by HR professionals, you will find that leaders of top-notch companies like Jack Welch of GE, Steve Jobs of Apple, or Carl Bezos of Amazon are/were absolutely ruthless. However, this ruthlessness must be in the interest of the organization. Therefore, the answer to the question is simple: use the head or heart depending on the situation. The decision-making process should enhance the brand image of the company, improve competitiveness, and, above all, be just and fair, within the boundaries of the law.
Q. 2 Does HR have to use the heart in making decisions pertaining to human resources?
Reply: As mentioned in the previous response, one cannot always rely solely on the head or heart, whether one is an HR professional or not. HR plays a role in building the culture of the organization. Therefore, when making decisions, it is essential to consider the impact that the decision may have on the organization's culture. Additionally, in many organizations, HR merely acts as a messenger or implementer. Decisions regarding increments, promotions, dismissals, etc., are made by the top boss, and HR has no say but only implements them.
Q. 3 What are the implications on the organization if decisions are made by the heart?
Reply: Heart-based decisions are emotion-driven decisions. The risk of such decisions is that they can lead to nepotism, inefficiency, etc. It is common to see board members being immediate family members like sons, daughters, brothers, etc., of the Managing Director. There is a presumption by the MD that they are capable of holding a seat on the board. Merit-based selection is in the organization's best interest, but emotions often prevent MDs from making those choices, which can hinder the organization's growth. Rewarding long-serving employees over performance is another example of a heart-based decision. Many General Managers or Vice Presidents hold their positions due to loyalty to the top boss rather than based on their performance.
Final Comments: Is it possible to make decisions that are based on both the head and heart? Indeed, it is possible. Jack Welch of GE, for instance, removed the bottom 10% of performers consistently. However, even when letting them go, he was generous and provided a decent severance package. He argued that a poorly performing employee causes significant losses to the organization. In contrast, in India, on-the-spot dismissals or withholding full-and-final settlements are common, stemming from arrogance fuelled by excessive pride. These decisions, far from being heart-driven, are not even rational.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Q. 1 Should the decision be taken by brain or heart as far as organizational issues are concerned?
Head is to be used for organisational matters, but with a kindness where possible.
Logic and thought process is carried out in the head and therefore no doubt while you may listen to your heart, but commercial decisions are to be done by using head.
Q. 2 Does HR have to use heart in taking decision pertaining to human resources?
Most of the work of HR is guided by laws, organisational rules and heart or head cannot sway it to that extent.
One should not let emotions cloud your decision.
Heart is wise and one can listen to the heart and merge your decision with brains to the extent possible.
One cannot let go and listen only to heart.
Q. 3 What are the implications on the organization if decisions are taken by heart?
One must be realistic.
Your heart may favour some one but can you be biased towards others in the same boat.
At the same time remember
“When people go to work, they shouldn’t have to leave their hearts at home.”— Betty Bender
One should have a judicious blend of heart and brain but bottom line is benefit to organisation.
From India, Pune
Acknowledge(0)Amend(0)
Head is to be used for organisational matters, but with a kindness where possible.
Logic and thought process is carried out in the head and therefore no doubt while you may listen to your heart, but commercial decisions are to be done by using head.
Q. 2 Does HR have to use heart in taking decision pertaining to human resources?
Most of the work of HR is guided by laws, organisational rules and heart or head cannot sway it to that extent.
One should not let emotions cloud your decision.
Heart is wise and one can listen to the heart and merge your decision with brains to the extent possible.
One cannot let go and listen only to heart.
Q. 3 What are the implications on the organization if decisions are taken by heart?
One must be realistic.
Your heart may favour some one but can you be biased towards others in the same boat.
At the same time remember
“When people go to work, they shouldn’t have to leave their hearts at home.”— Betty Bender
One should have a judicious blend of heart and brain but bottom line is benefit to organisation.
From India, Pune
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