The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)

by Peter F. Drucker

One of the most obvious facts of social and political life is the longevity of the temporary. British licensing hours for taverns, for instance, French rent controls, or Washington “temporary” government buildings, all three hastily developed in World War I to last “a few months of temporary emergency,” are still with us fifty years later. The effective decision-maker knows this. He too improvises, of course. But he asks himself every time, “If I had to live with this for a long time, would I be willing to?” And if the answer is “No,” he keeps on working to find a more general, a more conceptual, a more comprehensive solution—one which establishes the right principle. As a result, the effective executive does not make many decisions. But the reason is not that he takes too long in making one—in fact, a decision on principle does not, as a rule, take longer than a decision on symptoms and expediency. The effective executive does not need to make many decisions. Because he solves generic situations through a rule and policy, he can handle most events as cases under the rule; that is, by adaptation. “A country with many laws is a country of incompetent lawyers,” says an old legal proverb. It is a country which attempts to solve every problem as a unique phenomenon, rather than as a special case under general rules of law. Similarly, an executive who makes many decisions is both lazy and ineffectual.