Making decisions as a manager often feels like standing at a crossroads. You want to choose the right path, but to do that confidently, you need a clear view of where each road leads. That’s where having enough valid information comes in—it gives you the facts to back your choices and reduces the chances of costly mistakes.

Good decisions aren’t based on gut feelings alone. Even if something feels right, it’s important to check that the facts support it. Without accurate information, you might spend time, money, or team effort heading in the wrong direction. Think of it like baking a cake: if you don’t measure the ingredients properly, it may still look okay—but inside, it could be a disaster.

Let’s take a practical example. Suppose you’re thinking about hiring another person for your team. Before you decide, you’d need to gather data: current workloads, overtime hours, budget availability, and future project plans. Without this information, you could end up overstaffed—or worse, still overwhelmed but out of money.

Validity is key here. It’s not just about having lots of information—it’s about having the right kind. If the data is outdated, based on assumptions, or comes from unreliable sources, it’s not helping you—it’s leading you astray. For instance, using last year’s sales figures to predict this year’s growth might not work if the market has changed dramatically.

Information can come from many places: reports, feedback, performance stats, customer surveys, or even informal chats with your team. What matters is checking that the sources are trustworthy and the insights are relevant to the decision at hand.

Sometimes managers rush decisions because they’re under pressure. But a bit of extra time spent collecting valid information can save you from bigger problems later. For example, if you’re choosing between two software systems, don’t just rely on the sales pitch—speak to current users, read reviews, test the systems out. You don’t want to find out three months in that it doesn’t work for your team.

Asking your team for input can also be a great source of valid information. They’re often closest to the work and might highlight things you’ve missed. Say you’re planning to change a process—your team might point out steps that are harder or slower than they look on paper.

Lastly, don’t fall into the trap of “paralysis by analysis” where you keep collecting information but never make a decision. Aim for enough valid data to move forward with confidence, knowing you’ve covered the key points.

In short, the best decisions are built on strong foundations. Valid, relevant information gives managers the clarity and confidence to lead effectively—and makes it much more likely that the team, the task, and the outcomes will all succeed.

This post assists completion of unit criteria:

302 ML15 1.3 Explain the importance of obtaining sufficient valid information to enable effective decision making