In many workplaces, there is constant pressure to make decisions quickly.
Meetings end with action points. Deadlines approach. Managers want answers.
However, speed is not always a sign of good decision-making.
Falkland’s Law offers a useful alternative perspective:
If you don’t need to decide, don’t decide.
At first glance, this sounds passive.
In reality, it’s about recognising the difference between urgency and importance.
Sometimes the best course of action is to gather more information, allow a situation to develop, or simply avoid creating unnecessary pressure.
In this week’s Higher English lesson, we explore how Falkland’s Law applies to workplace communication, meetings, and leadership, while also examining the language native speakers use when discussing uncertainty and future decisions.
Watch the full lesson below: