ABSTRACT
Much of the daily life of a school leader is spent making decisions, sometimes far-reaching ones such as major curriculum initiatives, more often responses to immediate problems where the decision will be very important to the people concerned but short-lived in the grand scheme. The wisdom that this requires is considerable as the decisions may carry great significance. To illustrate the ways in which these issues can be raised at this level, the example of the management of the GCSE options process is used.
