Cuban Missile Crisis Teaches Us About Decision-Making

Introduction

The Cuban Missile Crisis is a model for decision-making processes applicable in high-stakes situations.
Lessons from this crisis can be applied to organizational decision-making.
Emphasis on a process approach to decision-making in management.

In 1963, the US discovered Soviet nuclear missiles in Cuba, creating a significant threat.
President Kennedy faced a dilemma between inaction or military action.

Conflict:
- Kennedy encouraged constructive conflict, fostering new perspectives without predetermined outcomes.
- Protocols were suspended to enable open peer-level discussions.
- Differing ideas were encouraged, enriching the decision-making process.
Consideration:
- Kennedy adopted inclusive decision-making, valuing all team viewpoints.
- Creative solutions were explored, and responsibility was shared among team members.
- Two main options: air strike or blockade.
- Subgroups developed and critiqued plans, fostering transparency and fairness.
Closure:
- Swift decision-making was emphasized, leading to the choice of a blockade.
- Transparent process led to team commitment regardless of personal opinions.
- Resulted in successful negotiation and removal of missiles.

Although not all decisions are life-threatening, the process is invaluable across various leadership challenges.
Personal experience in military and business highlights the importance of refined decision-making.

Teaches decision-making processes through historical examples like the Cuban Missile Crisis.
Offers tools for effective leadership in complex political and business environments.

Patrick Mullane, Executive Director of Harvard Business School Online, emphasizes the use of historical examples to enhance learning.

Process-oriented decision-making can enhance outcomes in any organizational setting.
Constructive conflict, inclusive consideration, and decisive closure are crucial.
The Cuban Missile Crisis remains a timeless example of effective decision-making.