一個公司的成功很大部分來于內部許多在第一線的員工所做的微小決定。這些微小決定產生的效用不低於幾個公司層峰主管的決策。舉例來說，第一線的店員決定如何處理上門來投訴的客戶，若是處理不好，有可能會在很短時間內演變成為一場風暴。這名店員必須臨機反應，沒有太多時間做深入的分析與將現場狀況層層回報到上級，等待高層的決定與指示。
如何讓這些在第一線的員工能夠做好臨場決策？讓他們能夠為公司做好休戚相關的重要決策。
顯然，除了可以基於經驗所編制而成的工作指導綱要，教導員工按照標準作業程序作業外，還需要公司上下溝通好公司的核心價值，讓員工心理有個基準，為公司作出最正確的決定。Maximizing the effectiveness of micro decisions
Most of the success of a company comes from the
small decisions made by many employees at the front line. The effectiveness of
these small decisions is not less than that of several company level leaders.
For example, front-line clerks decide how to deal with complaints from
customers who come to their doors, and if they don't handle them properly, they
may turn into a storm in a very short time. The clerk had to be on the lookout
and had little time to do in-depth analysis and return the situation to his
superiors, waiting for their decisions and instructions.
How can these front-line employees be able to make
on-the-spot decisions? So that they can make good decisions for the company.
Obviously, in addition to the experience-based work guidelines that
teach employees to work in accordance with standard operating procedures, the
company needs to communicate its core values from top to bottom so that
employees have a psychological benchmark to make the most correct decisions for
the company.
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