It is becoming apparent now that the vaccine mandates are not working and the number of variants of covid strains is increasing with the regularity of Flu strains of the past. This despite the fact that the majority of the population in the western world has been vaccinated, myself included, for those of you who might want to blow this article off as written by an antivaccer! The vaccination of the masses has been done much to the delight of multinational biotech companies like Moderna and Pfizer who are reaping billions of dollars in record profits. So, what went wrong and what can leaders like you and I learn from this?
Research shows having a process improves decision making by 6x over analysis alone. While it is difficult to imagine what a good framework for decision making could be, we might use the WRAP framework, which is a process that was invented by Chip and Dan Heath in their book Decisive. Whether you use this WRAP, decision making process or a criteria based opportunity analyzer that I use with my clients (email me if you would like a copy), your chances of success improve significantly.
The WRAP Process is as follows:
Widening Your Options: Research shows that to make better decisions we need to have more than one option. To deal with Covid there was only one valid option presented by health officials – Vaccination. In reality there should have been a variety of options available for people. If we want to make better decisions in leadership widen your options. Too many options however can reduce your success rate so you may want to limit it to 3-4 different options.
Reality Testing your Assumptions: It’s easy to make assumptions that our conclusions are valid. However, we need to reality test our assumptions. This can be done by small scale trials, or looking a similar situation where the method was used. Reality testing the assumption that vaccines were the only way out of the health crisis was rushed by governments and corporations who were in a race to get to market. A further reality test might have looked at the success rates of vaccines in treating mutating viruses like the flu or letting certain countries or regions test out herd immunity without economic punishment.
Attaining Distance to get a Better Perspective: In order to get a better perspective in our leadership decisions we need to think differently. Consider the implications of our decisions and actions 10 weeks, 10 months and 10 years out. Unfortunately, because the same playbook was used in jurisdictions around the world, which started with lockdowns, mask use, vaccinations, a pandemic of the unvaccinated, vaccine passports, more lockdowns and restrictions, Vaccine mandates and forced job losses. Vaccine booster shots and so on, there was no better perspective sought out by decision makers who it seems were bowing to pressure from vaccine manufacturers. There seemed very room for independent thinking when determining protocols.
Prepare to be Wrong: When making decisions we need to prepare to be wrong. If this doesn’t work out what are our other options. When we continue to press forward with decisions in our leadership despite indications that we are on the wrong path things only get worse. Despite the growing evidence that the vaccines are not working to slow down the spread of Covid variants, there has been little if any admission by those in charge that perhaps we were wrong in assuming that vaccines were our only way out. There seems to be few options other than booster shots that are being sought as solutions to this problem.
Another couple other nuggets that leaders might appreciate learning:
Coercion leads to resentment and loss of respect of our leadership. There appears to be growing opposition to leaders who are enforcing mandates that continue to restrict the freedoms of the populous. The resentment over forced job losses, travel restrictions, and monetary and social costs associated with testing and industry enforcement of government regulations is going to be a problem in the future for leaders who have forced their mandates down the throats of unwilling community members. This is not to say that there isn’t a percentage of the population that supports coercive measures, however when the percentage of dissenters tops 60% leadership is in trouble. When we coerce our team members into following orders without giving them some insight and input, we set ourselves up for failure in the long term.
Money Corrupts Decision Making Processes. We need to recognize that when
there is money involved, decisions can become more complicated. This happens
in small businesses as well as large corporations. For this reason, many companies
have conflict of interest policies. If these types of policies would have been
adhered to in the public domain with the covid decisions and reporting, the
understanding of the communication we were receiving might have been
Covid aside, leaders who have a framework to make decisions by generally have a
much higher percentage of success than those that don’t. Unfortunately, few
leaders use processes to make decisions and as a result are frustrated by
consistent failures in their organizations. Are you ready to make a change?
Dave Fuller is a Vaccinated, Award Winning Business Coach and the Author of the
book “Profit Yourself Healthy” If you would like a copy of Dave’s opportunity
analyzer document, email firstname.lastname@example.org