Decisions, Decisions

Several weeks ago Dr. Suz wrote about the decision-making styles of the Business Chemistry types. Now, Kim Christfort, leader of Deloitte’s Leadership Center for Clients and the US Greenhouses, has been interviewed by Retail Leader Magazine about the same topic. In the article Decisions, Decisions Kim was asked “What are the traits and factors, both internal and external, that allow CEOs to make good decisions?

Kim explained that different approaches are appropriate in different situations and outlined how each of the four Business Chemistry types can bring value. “A company that needs to effect a massive transformation and follow a bold new vision might benefit from Pioneer characteristics, while a company that’s highly creative might need Guardian characteristics to help keep it on track…” She went on to say “A company that’s facing rapid growth and disruption, that needs to make tough decisions and execute quickly, might benefit from Driver characteristics, while a company that’s trying to appeal to new customer segments might need Integrator characteristics to help it relate.”

Read the entire Retail Leader article to learn more about the factors that enable CEOs to make good decisions.  You can also follow Kim on Twitter @Christfort.

Read the full article


Kim Christfort heads Deloitte’s Leadership Center for Clients Group (LCC), which helps executives tackle tough business challenges through immersive, facilitated Lab experiences and client experience IP such as Business Chemistry. As part of this role, Kim leads US Deloitte Greenhouses, permanent spaces designed to promote exploration and problem solving away from business as usual.

This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Going with the flow: Cascades can hinder team decision-making

My last post suggested that making decisions in diverse teams can help avoid decision-making traps, and there’s research evidence to support this view1. However, team decisions are often no better than individual decisions—and sometimes they’re even worse2. So what’s going on?

Essentially it has to do with the difference between having diversity on a team and managing the team environment and process in a way that enables the group to actually benefit from that diversity.

There are various mechanisms through which biases and poor decision-making can actually be heightened rather than diminished on a team, even a diverse one.

Continue reading “Going with the flow: Cascades can hinder team decision-making”

It’s a Trap! Avert decision-making biases with Business Chemistry


I recently wrote about how to recognize each of the Business Chemistry types, with their approach to decision-making being among the clues that can help.

Each of these is a reasonable way to approach decisions–there is no right way. And combining these approaches–making decisions in a diverse team–can be a great way to combat some of the cognitive biases, or decision-making traps, that sometimes lead us to make faulty decisions.

Continue reading “It’s a Trap! Avert decision-making biases with Business Chemistry”

The Power of Opposites

The Power of Opposites

If given the choice, would you work with someone who’s similar to you and shares your views? Or would you choose someone who’s quite dissimilar, and has a different perspective?

Research suggests that we make better decisions in diverse groups than in homogeneous ones, but that we feel less confident in those decisions1. Why? Maybe because making decisions with people similar to us feels easy; if we’re all on the same page from the start it must be the right page, mustn’t it? The overconfidence that we’re prone to individually, gets multiplied in homogeneous groups.

Continue reading “The Power of Opposites”

‘Is that your final answer?’ Why Integrators are so indecisive

Why are Integrators Indecisive?

Do you know any Integrators? If so, you are probably familiar with their tendency to change their minds. Today it’s “yes,” tomorrow it’s “no.” ”Final” decisions usually aren’t really final, and new information can start the decision-making process all over again. Integrators might be accused of being capricious, flighty or even fickle – though I’m sure not by you. Recriminations aside, many of us find this tendency toward indecisiveness frustrating. A little insight into the mind of an Integrator might help.

Continue reading “‘Is that your final answer?’ Why Integrators are so indecisive”

Smarter decision-making with Business Chemistry

Morris Jones of ABC News WJLA-TV Government Matters recently interviewed Saagar Thakkar, leader of Deloitte’s Washington D.C. Greenhouse.  Saagar discussed the breakthough innovation that is happening at Deloitte’s Leadership Center for Clients and he highlighted Business Chemistry and the science of decision making.

He explained “At Deloitte we’re focused on three kinds of breakthroughs for our clients: Individual Breakthroughs, Team Breakthroughs, and Marketplace Breakthroughs.”

Watch the interview and hear how Deloitte is helping  private sector organizations and government agencies harness the power of Big Data and turn it into insight.


This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.