People who reach very senior levels in large organisations – whether in the public or private sector – usually consider the way they make decisions to be rational and balanced. Their judgements are based on experience, on good data, on comparisons with best practice. They take account of both risk and reward, and both short- and long-term implications; and they weigh up the pros and cons.
But when these same people are asked to partner with other organisations, how confident are they really in the integrity of the process by which they make major business decisions – even those which can influence the success or failure of the whole partnership?
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