A difficult decision becomes harder when the question is unclear, the evidence arrives late and the executive is expected to answer between unrelated meetings. Fatigue may contribute, but it is not the only explanation worth examining.
Improve the process where the problem is visible.
Reduce unnecessary reconstruction
Prepare a concise brief with the question, alternatives, material assumptions and recommendation. Make it available early enough to read.
Group related decisions when practical and leave a record before switching subjects. This reduces the need to rebuild context each time the issue returns.
Reserve scrutiny for the consequential choices
Use agreed rules for routine matters so that they do not all require senior attention. For a material exception, state why it exceeds the rule and what judgment is needed.
If the responsible person is not prepared to decide, distinguish a genuine deadline from a preference for immediate closure. Decide what can safely proceed and what needs more work.
Review errors and rework through the conditions surrounding them. An executive's confidence or familiarity with a demanding schedule does not establish that the process was adequate.
A better decision system gives people the information, authority and attention the task requires. It should not depend on one person continually overcoming an overloaded arrangement through willpower.
