No Partiality, Really?!

Statements such as "Partiality has no place in the workplace" imply that people

inherently possess biases. Partiality is a natural aspect of human behavior. Expressions

like "Birds of a feather, flock together" arise from partiality. While partiality reflects

individual uniqueness, it can be problematic for leaders if not managed properly.

Partiality can negatively impact individual, team, and organizational performance.

The precedence of partiality should be minimized in the workplace. Often,

partiality is associated with favoritism, which can be divisive and destructive within

organizations, and should be avoided. Effective leaders will strive to prevent favoritism

from influencing their leadership decisions.

Favoritism is distinct from another type of partiality related to a leader’s decision-

making process. Many leaders are partial to making quick decisions without gathering

all relevant information, which can have detrimental effects on those impacted by these

decisions. This form of partiality occurs more frequently than favoritism and can have

equally harmful consequences. Decisions made hastily often lead to suboptimal

outcomes.

Leaders’ partial and prone to quick decisions should establish measures to

mitigate this behavior. Creating an "accountability asset," such as consulting a trusted

advisor or establishing a probationary period of time before making a final decision, can

slow down impulsive decision-making. Additionally, developing methods that facilitate

informed decisions is beneficial.

Below is my personal decision-making model based on the acronym "FACTS":

-Facts: Concrete, tangible truths related to the issue at hand.

-Assumptions: Non-concrete, non-tangible elements that inform the facts.

-Criteria: Factors that add weight to the decision, whether positive or negative.

-Time and Troubles:

 Time required for decision implementation.

 Potential troubles the decision may cause for people, processes, or

procedures.

-Support and Sustain:

 Will the decision support the organization's mission?

 Will the decision sustain the organization's vision?

Consider if the facts adequately support your decision-making process.