A decision is a matter for the one at the top of the political pyramid. Maybe with others the making of decisions is preceded by the considerations of qualified individuals, independently or collectively, but with us there are no rules
Serbia is characterised by the fact that one man makes all decisions. Decisions are the act of the individual, the leader, even when they are collective. And it is time that tells what decisions are like, how useful or harmful they are for the people and the state. From a distance, decisions and decision-makers can be judged more objectively, with right and wrong decisions obvious. It reflects why such decisions were made, and not some others; what was decisive in that, how much benefit a decision brought to the people and the state, to man and citizen – progress, freedom and human rights, life and cultural progress, or regress.
Developed societies have moved on from the times when a decision was down to the will of the individual. In our country, in Serbia, we haven’t. A decision is a matter for the one at the top of the political pyramid. Maybe with others the making of decisions is preceded by the considerations of qualified individuals, independently or collectively, but with us there are no rules. The history of Serbian society carefully records the beneficial and erroneous decisions of politicians and statesmen, gauging their importance and their place in the life of the people and the state.
Decisions made at the top echelon of the state determine our (un)happy reality, both present and future, and new relations. That’s why it’s so important to know who makes decisions about us and how; who are the (in)formal (co) participants that have a decisive influence on the decisionmaker. Diplomats, journalists and others will never stop searching for that answer, wherein “lies” the key to the system, the establishment, the institute of the state
Decision-making is the most complex and responsible job, choice. An ordinary person makes about 2,000 decisions every waking hour. Most of them are insignificant and relate to the instinctive, automatic, according to human urge (dress, eat, sleep etc.). Beyond that, however, decisions are very complex and can only be made in the process of thoughtful decision-making, insured against mistakes and negative ramifications. Being capable of making the right decisions and able to do so is the most important and top quality of a developed society. And in making decisions there should be a suppressing of emotions that play a significant role in life, including in decision-making, and can interfere with choosing between right, correct and wrong decisions.
The absence of a critical mind and opinions of others leads to a mistaken decision, given that it is known that, even in meetings, 70% of declarations usually come down to three people, while introverts would rather remain silent than speak. Even the most energetic leader doesn’t have infinite mental energy. Everyone is overwhelmed by fatigue, routine, a lack of energy, all of which are obvious enemies to efforts to make the right decisions. And one more thing: our age is informational and communicational, during which the volume of information expands, as does the skill of choosing the right information to make the right decision (our brain today processes five times as much information as it did in 1986).
Decisions made at the top echelon of the state determine our (un)happy reality, both present and future, and new relations. That’s why it’s so important to know who makes decisions about us and how; who are the (in)formal (co)participants that have a decisive influence on the decisionmaker. Diplomats, journalists and others will never stop searching for that answer, wherein “lies” the key to the system, the establishment, the institute of the state.
