Understand Resulting
The Role of "Resulting" in Decision Making: A Manager's Perspective
In the world of decision making, especially in management, there's a tendency to evaluate decisions solely based on their outcomes, a concept called "resulting." While this approach seems logical—good outcomes from good decisions—it's a flawed way of thinking that can lead to poor future decisions.
Here’s a look at how to balance evaluating both decisions and their results to improve decision making in a more effective and sustainable way.
What is "Resulting"?
"Resulting" refers to the cognitive bias where we judge the quality of a decision based only on the outcome, rather than on the decision-making process itself. In management, this often manifests when a project is seen as a success simply because it met short-term goals, or when a failed initiative is dismissed as a "bad call" without understanding the reasoning behind it.
An excellent decision can lead to poor outcomes due to external factors (like market shifts or unexpected events), and a bad decision can sometimes still have a lucky outcome. Understanding this distinction is key to effective leadership.
Why Managers Should Avoid "Resulting"
As a manager, it’s tempting to rely on results as the primary measure of decision quality, but this can be misleading and harmful for several reasons:
Overemphasis on Outcomes: If you only focus on outcomes, you may encourage your team to prioritize short-term results over long-term sustainability or quality. For instance, chasing quick wins might come at the expense of ethical decisions, thorough analysis, or employee well-being.
Demotivating for Teams: When team members are judged based solely on outcomes, it discourages risk-taking. Employees might shy away from innovative approaches because they fear that even well-considered decisions could lead to failure—and therefore criticism—if external conditions change.
Inconsistent Feedback: If feedback is only provided based on the result of a task and not the process, employees may feel frustrated or confused. They might not understand what they did wrong—or right—since the outcome is often influenced by factors beyond their control.
Focusing on the Decision-Making Process
Instead of resulting, managers should emphasize evaluating the decision-making process. This means asking:
Was the decision well-researched?
Were different perspectives considered?
Did the decision align with the overall goals and values of the organization?
By shifting the focus away from the outcome alone, managers can foster a culture of learning and continuous improvement, where the team feels supported in making thoughtful, strategic decisions.
Decision Reviews: A Process-Centered Approach
A healthy alternative to resulting is to conduct regular decision reviews—regardless of the outcome. These reviews focus on understanding:
How the decision was made
What information was available at the time
What assumptions were in play
This process leads to greater learning and improvement. For example, if a product launch fails, instead of simply assigning blame, a decision review could explore market conditions, customer insights, and whether internal feedback loops were effective. This focus allows your team to improve future decisions, knowing they won’t be unfairly judged.
Balancing Results and Process
Of course, outcomes still matter in management—they can indicate whether a decision was aligned with the right goals. However, they should be used as one of several tools to assess decisions, not the sole metric. A balanced approach ensures that teams:
Learn from failures and successes by focusing on the quality of decisions
Have the confidence to take calculated risks
Develop a consistent process for evaluating decisions that reduces bias.
Conclusion
Incorporating resulting into your decision-making evaluation should be done cautiously. Managers who focus on process rather than purely outcomes build stronger teams that are more innovative, motivated, and adaptable. Rather than judging decisions by their luck or outcome, shift the focus to understanding and refining the decision-making process itself. This approach will foster resilience, growth, and ultimately better results in the long run.