To Act or Not to Act – A Manager’s Persistent Dilemma
Last updated: July 26, 2025 Read in fullscreen view
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In a fast-paced and competitive era, the phrase "bias for action" is often praised as a golden trait of leadership. However, action is not always the best choice. Sometimes, non-action — choosing to do nothing — is actually the wisest decision.
Modern management thinking is not about always responding quickly, but about being able to distinguish when to act, when to observe and wait, or when to influence indirectly.
A Brief Definition: Two Opposing Mindsets
| Concept | Description | Risk | Benefit |
|---|---|---|---|
| Bias for Action | Taking action early, even with incomplete information | High chance of mistakes, wasted resources | Speed, competitive edge, momentum |
| Non-Action | Delaying action until the right conditions are met | Perceived as slow or indecisive | Reduced mistakes, optimized timing, risk prevention |
Cognitive Framing: System 1 and System 2 Thinking in Action
This dilemma between action and non-action closely relates to the concept of System 1 and System 2 thinking, introduced by psychologist Daniel Kahneman. System 1 is fast, intuitive, and emotionally driven—similar to the instinctive "bias for action." In contrast, System 2 is slow, deliberate, and analytical—aligned with thoughtful non-action and strategic delay. Effective leadership is not about favoring one system over the other, but about knowing when to trust your instincts and when to slow down and think critically. By integrating the 3P model with an awareness of these two cognitive systems, managers can better match their decisions to the context—balancing urgency with wisdom.
The Gray Zone Between Action and Non-Action
In reality, there is often a gray zone—a space where no choice is absolutely right or wrong. At such times, managers must analyze several factors:
- Level of urgency and risk
- Complexity and uncertainty of available information
- Reversibility of the decision
- Willingness to take responsibility
Example: In an IT project, a client suddenly demands urgent changes to the interface.
- If the PM chooses bias for action: They immediately ask the UX team to make changes to please the client.
- If the PM chooses non-action: They pause to assess the impact, request more information from the client, and consult the technical team.
The challenge: Acting too quickly can delay the timeline or introduce errors. But inaction may cause the client to become impatient.
Roadmap: When to Act, When to Wait
| Situation | Recommended Action |
|---|---|
| Crisis (system crash, major error) | Respond immediately with a temporary fix |
| Short-term opportunities | Launch a small test, learn from feedback |
| Low-risk, reversible decisions | Take action to experiment in real conditions |
| Self-Assessment Question | Action Suggestion |
|---|---|
| Do I have at least 70% of the needed data? | If yes, consider controlled bias for action |
| What are the risks if I'm wrong? | Estimate the cost of failure before proceeding |
| Is the team ready and capable? | If unsure, delay and prepare further |
| Situation | Recommended Action |
|---|---|
| Lack of data or internal conflict | Hold a meeting, gather diverse perspectives |
| High impact if wrong (irreversible outcomes) | Conduct deeper analysis, wait for more input |
| Politically sensitive decision, may cause rift | Delay and use a neutral or bridging strategy |
The 3P Method: A Best Practice to Balance Action and Inaction
An effective tool for managers to navigate between the two extremes is the 3P model:
🔴 1. Protection – Emergency Defense (Planned Bias for Action)
Prepare predefined processes and emergency response systems.
Example: In case of a cyberattack, the system immediately isolates the affected area.
→ Suitable for urgent situations that cannot be delayed.
🟡 2. Prevention – Proactive Risk Mitigation (Reducing Need for Action)
Set up regular monitoring systems and early warning alerts.
Example: DevOps installs performance monitoring to detect slowdowns before users notice.
→ Minimizes risk and reduces the need for rushed decisions.
🟢 3. Precaution – Indirect Education (Strategic Non-Action)
Communicate, train, and educate users to prevent risks themselves.
Example: Google regularly sends security tips encouraging users to enable two-factor authentication.
→ Subtle but sustainable impact, without requiring immediate action.
3P Summary Table
| Method | Type of Decision | Action Level | Typical Application |
|---|---|---|---|
| Protection | Reactive decisions | High | Crisis response, security breaches |
| Prevention | Preventive decisions | Medium | Monitoring, routine checkups |
| Precaution | Communication decisions | Low | Education, raising awareness |
Conclusion: Acting Wisely Is Better Than Acting Fast
Speed is not always good, and standing still is not always wise. Maturity in management comes from choosing the right type of action, at the right time, in the right context.
Final advice: Use the 3P model as your strategic map—not only to react fast, but to take control of the long-term game.
| About the Author | Pham Dinh Truong | Technical Writer, TIGO Solutions | PMO Coach, Senior Business Analyst, Software Architect |
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