The truly important features of the decisions Vail and Sloan made are neither their novelty nor their controversial nature. They are:

1. The clear realization that the problem was generic and could only be solved through a decision which established a rule, a principle;

1. The definition of the specifications which the answer to the problem had to satisfy, that is, of the “boundary conditions”;

1. The thinking through what is “right,” that is, the solution which will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable;

1. The building into the decision of the action to carry it out;

1. The “feedback” which tests the validity and effectiveness of the decision against the actual course of events.

These are the elements of the effective decision process.

The effective decision-maker, therefore, always assumes initially that the problem is generic.

He always assumes that the event that clamors for his attention is in reality a symptom. He looks for the true problem. He is not content with doctoring the symptom alone.

And if the event is truly unique, the experienced decisionmaker suspects that this heralds a new underlying problem and that what appears as unique will turn out to have been simply the first manifestation of a new generic situation.

The truly important features of the decisions Vail and Sloan made are neither their novelty nor their controversial nature. They are:

1. The clear realization that the problem was generic and could only be solved through a decision which established a rule, a principle;

1. The definition of the specifications which the answer to the problem had to satisfy, that is, of the “boundary conditions”;

1. The thinking through what is “right,” that is, the solution which will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable;

1. The building into the decision of the action to carry it out;

1. The “feedback” which tests the validity and effectiveness of the decision against the actual course of events.

These are the elements of the effective decision process.

The effective decision-maker, therefore, always assumes initially that the problem is generic.

He always assumes that the event that clamors for his attention is in reality a symptom. He looks for the true problem. He is not content with doctoring the symptom alone.

And if the event is truly unique, the experienced decisionmaker suspects that this heralds a new underlying problem and that what appears as unique will turn out to have been simply the first manifestation of a new generic situation.

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.