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"In our work with senior executives, we find that most of them are very good at decision making if the objectives are clear, and if the choice is between a set of specific, predefined options. However, when presented with complex decisions, executives tend to home in quickly on a couple of options,  list what they see as the pros and cons, and spend the bulk of their time calculating — or deliberating about — how the competing courses of action stack up. Executives rarely take the time to frame decisions thoroughly. Rather than exploring the full scope of options, they stick to the obvious ones and use a limited set of criteria. Unfortunately, once decisions are framed this way, the outcome is frequently suboptimal.
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Important business decisions, according to John Donahoe, former CEO of Ebay Inc., are distinct from everyday decisions “because once you make them, you can’t unwind them.” For other decisions, “you’re better off making [them] quickly, even if the decision is not the perfect one, and then adjusting down the road, rather than taking too much time.” Strategy is about managing difficult trade-offs around scarce resources, with many competing demands and high degrees of uncertainty. In turn, the quality of strategic decisions critically depends on having discerning and well-thought-through options and criteria. However, executives typically focus on too narrow a set of options and criteria without taking out-of the-box possibilities and conflicting stakeholder interests into account.
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Put differently, the options-criteria frame sets the context for the decision. However, executives tend to treat this frame as a given; when they get locked into a suboptimal frame they lose perspective, which undermines the quality of their decision making. More concretely, executives are prone to develop myopia with regard to both the options and the criteria under consideration. [Moi ici: Recordar "Variável em vez de constante"]
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In our experience working with senior managers, the ability to shift perspectives up and down is not the norm. When making strategic decisions, executives often take the first cut for granted, thereby depriving themselves of the opportunity to break out of their current frame and combat myopia. Identifying the golden cut is vital — not just for framing decisions but also for engaging with key stakeholders."

Trechos retirados de "Stop Jumping to Solutions!" Um artigo de Albrecht Enders, Andreas Konig, e Jean-Louis Barsoux publicado no Verão de 2016 pela MIT Sloan Management Review.