Final answer:
With defensive avoidance, a manager acts by procrastinating, ignoring the problem, or denying its seriousness, which is a form of defense mechanism. This type of managerial behavior can lead to greater problems and reflects an evasion of duty, contrasting with effective decision-making strategies.
Step-by-step explanation:
With defensive avoidance, a manager "acts" by procrastinating, ignoring the problem, or denying its seriousness when he or she can't find a good solution to a problem. Defensive avoidance is deeply rooted in the concept of defense mechanisms, a term originally formulated by Sigmund Freud and further developed in the field of psychology. In the realm of business management, deferring decisions or avoiding facing dire issues can lead to greater problems in the long run and is not considered a healthy managerial practice.
Managers can sometimes find themselves in complex situations where challenges seem insurmountable or choices appear to lead to unfavorable outcomes regardless of the path taken. In such cases, adopting defense mechanisms such as defensive avoidance is one way individuals subconsciously protect themselves from the anxiety that comes with the responsibility of decision-making. However, this avoidance can lead to even more significant issues within an organization, similar to how overuse of defense mechanisms can be problematic in an individual's personal life, as Freud suggested.
Effective management and leadership involve recognizing problems, confronting them head-on, and devising strategic solutions, even if they require complex trade-offs or interim measures. This contrasts with the approach observed in defensive avoidance, wherein denial, procrastination, and minimization take precedence over genuine problem-solving, reflecting an evasion of responsibility and potential stunting of organizational progress.