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Guide to Decision-Making: Getting it more right than wrong by Helga Drummond

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9 Decisionless decisions: the continuity trap

“We’ve travelled too far, and our momentum has taken over; we move idly towards eternity, without possibility of reprieve or hope of explanation.”

Tom Stoppard, Rosencrantz and Guildenstern are Dead, Act 3

WHEN THE TELEPHONE FIRST ARRIVED AT FRESHFIELDS (now Freshfields Bruckhaus Deringer), a law firm, it was lodged in the basement. Partners decreed that the newfangled device was for making appointments only. On no account was it to be used to discuss clients’ business. So the pressure for change had been accepted but the pressure for continuity remained strong. This is often the case, but if these conflicting pressures are well managed, firms can usually deal with threats and opportunities in a timely ...

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