Scholarly Decision Paralysis (SDP)
(Executive Decision-Making / Research Overload)
A decision-making philosophy in which every action must be preceded by extensive research, competitive benchmarking, and committee approvals, resulting in perpetual delays. This method ensures that no decision is made until every possible angle has been analyzed—usually long after the optimal time to act has passed.
Examples from practice
A firm that takes three years to approve a minor process change; a boardroom discussion on whether a new technology is worth implementing, even after the market has already moved on.
Advantages
Ensures thorough analysis; minimizes impulsive decision-making.
Disadvantages
Causes decision paralysis; leads to missed opportunities; reduces agility.