World$-$Class Bull Decision$-$Making SpectrumT

Decision $1$: Doing nothing $($remember$,$ doing nothing $IS$ a decision$)$

Pros: No change plan needed

Cons: Uncertainty, chaos, significant reputational risks, potential legal risks, loss of top producing employees, economic harm,

organizational failure

The next step is to establish the boundaries of the decision$-$making continuum. From the World$-$Class Bull case, it seems that

one can appropriate the perspectives of Fort Knox $($i$.$e$.,$ legal manipulation is an element of good salesmanship$)$ and Samantha

Williams $($i$.$e$.,$ all manipulation is unethical$)$ to establish these boundaries.

Decision $2($Samantha$)$:

Decision $3$: $($Fort$)$

No manipulation allowed by anyone in any way

All legal modes of influence are allowed by anyone

Pros: Easy to communicate

Limits legal risks

Limits reputational risks

Cons: Limits competitiveness

Results in downsizing

Loss of highly productive employees

Impossible to enforce

Pros: Easy to communicate

Short$-$term competitiveness

Cons: Potential reputational risk

Loss of some committed staff

Change in org culture

Impossible to control

Given the consequences and implications of decisions $1,2,$ and $3,$ we likely need to consider decisions $4,5,$ and $6$ that would

reside between decision $2$ and $3$ on the decision$-$making continuum.