
Even the best approach to decision making can have unintended consequences, which run the risk of creating harm for constituents and stakeholders that was not foreseen. I’ve been involved in business, nonprofit, and social groups for over 50 years, and I’ve observed a correlation between the way decisions are made and the extent of damage caused by their unintended consequences. First, the degree to which key stakeholders have limited input directly corresponds to the intensity of damage and toxicity generated by the unintended consequences of a decision. Second, the more limited the input, the greater the damage done. Conversely, the broader the input, the less damage is generated.
Additional corollaries must be taken into account. Decision makers must share the same data factors. I’ve seen executives, for example, pull managers together to present a business problem. The managers are not given all the data that the executives are privy to. When asked how the managers would address the challenge, they respond from their frame of reference, which is always more limited than that of the executives. The managers were then berated for their advice because it failed to address all the ramifications known to the executive team. Is this a management failure? No, it’s a leadership failure on the part of the executives who had no intention of entering into shared decision-making. Instead, they simply wanted to impress on the managers that the executive team had superior decision-making skills and should be trusted regardless of the unintended consequences of the decision.
The other correlation is the frame of reference. Every decision made has an impact on the organization structurally, politically, symbolically, and relationally (Human Resources). It makes sense to think about the impact of a decision using all four frames of reference. I once saw executives toss a challenge to managers for input. The managers responded from a relational perspective. I thought they had a clear understanding of the potential outcomes on employees’ experience and opinion of the company. The managers were dismissed for their failure to calculate the financial aspects of the decision. The interesting thing in this case was that the managerial assessment was spot on. When the “right-sizing,” “profit-enhancing” decision was implemented, employee engagement and productivity plummeted. The company followed up the decision with the three worst quarters it had experienced since it’s founding.
Knowledge, not just technical knowledge but social knowledge, i.e., the lived experience of stakeholders, is limited. Perspective is limited, and so all decisions are suspect; they are incomplete and cannot afford to be made within rigid or non-malleable conceptual models. This means decision makers are wise to hold their decisions with an open hand, to remain adaptable as new insights, often generated in unintended consequences, emerge.
I serve on two nonprofit boards of directors. One works in the healthcare space, the other works in the judicial system with abused and neglected children. Here is what I see in light of the changes the president and Congress have made in public policy by reducing benefits in social support services.
First, we are scrambling to fill the gaps in funding we have lost because of President Trump’s policies. Our loss of funding directly impacts our ability to fulfill our mission, i.e., provide healthcare in one instance and provide support services for abused and neglected children on the other. This has nothing to do with fraud or waste (as often touted by this administration’s budget-busting); both nonprofits I serve undergo annual audits and quarterly reviews. These funding gaps are directly due to cuts in congressionally approved budget expenditures and benefits.
Second, in the healthcare space we see a direct threat to being able to maintain core services on the one hand and anticipate both an increase in misapplied services (for example an increased use of our emergency room for what should be taken to primary care physicians) and a more frequent occurrence of uninsured public (I anticipate that the number of uninsured will increase, not among so called “deadbeats” but among the working poor, many of whom are young families).
I don’t mean to suggest that President Trump or the Republican Congress intends to rob children, young families, and the elderly of access to healthcare and the resources they need to survive the neglect and abuse that they are victims of, but that is the consequence of these decisions.
Wise leaders listen to the feedback of those who see the unintended consequences of leadership decisions. Fools, braggarts, and blowhards ignore those consequences and double down on their rhetoric. I’ll let you be the judge on whether we have wise or fatuous leaders in the president and Congress. What I won’t allow is the denial that these consequences are real. I am not citing a hypothetical; I am not repeating a partisan talking point. You may not see them yet. I am working off a data set to which you have no exposure. But, you will see these consequences, and when you do, two things will most likely be true. First, it will be much farther reaching than it is now. Second, you will experience those consequences personally, directly, or indirectly through extended family.
Please, think about the unintended consequences of your rhetoric of support or opposition. Don’t accept the malicious characterizations of people who have a different experience from your own. Exercise the care to consider more than a single course of action or decision-making by listening to, rather than immediately rejecting, the insights or observations of those with a different perspective. Exercise the humility (rather than avoidance or denial) needed to change your mind and actions as you see the unintended consequences of your voice. Thanks for taking a moment to read this. I welcome your help in answering the challenges I have outlined.


What differentiates the United States from every other nation? I was taught American exceptionalism, the idea that the United States of America is a unique and even morally superior country for historical, ideological, and religious reasons. Proponents of American exceptionalism generally pair the belief with the claim that the United States is obligated to play a special role in global politics.
I awoke this morning to discover that my Facebook account had been permanently disabled. Apparently, in the night, a hacker first tried to reproduce my site and then did something to have my account permanently disabled.
During the 2024 Presidential election campaign season, an acquaintance asked me what my problem was with Mr. Trump. I explained that my difficulty wasn’t with Mr. Trump, I could vote for someone else, my difficulty was with Evangelical leaders’ unqualified support of Mr. Trump’s candidacy for the presidency. I explained that what I found surprising in the support offered by the Evangelical world for Mr. Trump was a distinct lack of coaching in the faith they said he professed in Jesus as Lord. The President’s rhetoric and some of his values stand in opposition to faith in Christ.
Commentary about the 2024 presidential election focuses a lot on the polarization in American politics. But what were the common themes, even between widely divergent extremes?