Making Appropriate and Timely Decisions. Avoiding the Extremes: The Premature Analysis and Extreme Analysis.

In the decision-making process, the person responsible for them must go through a thin path between two harmful extremes to arrive on time to the most convenient decision. These extremes are Premature Analysis and Extreme Analysis.

Premature Analysis leads to undue, intuitive, rather unsupported conclusions, and Extreme Analysis does not produce conclusions (Paralysis by Analysis).

Often the presence of one or another extreme scenario in the organizations is due to the own organizational structures and cultures. Therefore, it is advisable to know these scenarios to avoid them or to mitigate their negative effects and thus make the most convenient decision.

Organizational characteristics in decision making:

1. Premature Analysis case:

• Level of staff participation: Restricted.
• Type of hierarchy: Concentrated, Vertical. Centralized decision making, dominant leader presence.
• Class of opinions: In general Convergent. Tendency to unanimity or agreement with the group's decision.
• Type of leadership: Authoritarian. Proposals imposed by leaders or groups at different levels of the organization.
• Type of attitude toward decision making: Intuitive. Decision-making based on basic elements is not well supported.

2. Extreme Analysis case (Paralysis by Analysis):

• Level of staff participation: Wide.
• Type of hierarchy: Wide, Horizontal. Risk: Excess of horizontal procedures.
• Class of opinions: In general Divergent. Risk of conflict. Weak communication between stakeholders.
• Type of leadership: Consensual, Passive.
• Type of attitude towards decision making: Analytical. Little guidance toward the goal or conclusion.

Keys to avoid the extreme scenarios:

1. Premature Analysis case:

• Promote the cross-functional process for ideas and opinions. 
• Tolerance of dissent.
• Promote the positive and proactive questions.
• Equity in the treatment of the opinions from different parts of the organization.
• Make decisions based on mature reflection.

2. Extreme Analysis case or Paralysis by Analysis:

• Efficient arbitration to make fast and rational decisions.
• Promote dissent along with decision-making.
• Promote horizontal and vertical communication. Avoid group isolation and excessive paperwork.