Decision-making is a critical component of leadership, yet it is not always understood or appreciated.

This book explores decision-making and the creation of a culture of non-decision in complex organizations. Considered part of the decision-making process, this book addresses the role of power, structure and ethics of individual leaders and the impact on organizational culture. An authoritarian leader can suppress contributions while an indecisive leader can develop a culture of ambiguity in an organization. The book looks at the reality, and the consequences, of both extremes and considers the space in between. The optimal structure for effective decision making is explored. How does a non-decision or culture of ambiguity or anarchy occur?

Dr. Griffin-Ray earned a Bachelor of Arts degree from Purdue University, a Master’s Degree in Business Administration from Point Loma Nazarene University and a Ph.D. from Gonzaga University. She has spent most of her career in the financial services industry working in and with insurance companies, broker/dealers, and credit unions. She is the author of books, white papers, and numerous articles on a wide range of topics.