Many organisations (in the digital space) pride themselves on having bias-for-action in their culture. And, on the face of it, it does seem like an obvious one. Who wants to suffer the dysfunction that arises from (inaction due to) lack of decision making? But it’s equally important to recognise the tension this cultural trait poses against the act of deliberation in the lived experience within an organisation. Many organisations that embrace bias-for-action but don’t recognise or acknowledge this tension end up with many false starts and unproductive or even counterproductive outcomes.

Working with driven colleagues can be a dreamy (albeit tiring) experience, assuming you have an organisational culture that incentivises the right behaviours. So, this post is a commentary on what I have observed and experienced, in enabling that quality to manifest itself in productive ways.