decisionmakingportofla1
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Introduction to Decision MakingTRANSCRIPT
Decision Making
A Skill We Can Improve
Jim Marteney
Population of Turkey
Greater or Less Than
35,000,000
Population of Turkey
78,785,548
Mental Trap
Unconscious mental routine that leads us to make poor decisions
Anchoring Trap
Initial impressions, estimates, or data anchor subsequent thoughts and judgments.
Anchoring Trap
Mind gives disproportionate weight to the first information it receives.
Status Quo Trap
We instinctively stay with what seems familiar.
Status Quo Trap
We look for decisions that involve the least change
Status Quo Trap
More alternatives, stronger status quo
Status Quo Trap
People want to avoid, “rocking the boat”
Status Quo Trap
Sins of commission punished more than sins of omission
Justify Past Actions Trap
more invested in the past, more difficult to change
Don’t cultivate a fear of failure
culture
Framing Trap
The way a problem is worded or “framed” can profoundly influence the choices one
makes
Framing TrapPeople are:
risk averse when a problem is posed in terms of gains
risk seeking when a problem is posed in terms of avoiding losses
Framing TrapWhich would you choose?
A sure gain of $3,000
80% chance of winning $4,000 and a 20% chance of winning nothing
Framing TrapWhich would you choose?
A sure loss of $3,000
80% chance of losing $4,000 and a 20% chance of losing nothing
Framing Trap
“Bird in the hand, worth two in the
bush.”
Decision Making
How much is influenced by
actual thought?
Two Types of Decisions
Voluntary Decision Making
Involuntary Decision Making
The Critical Thinker
One who refuses to complacently accept conclusions, one who
analyzes and evaluates eviencd in order to distinguish
strong reasoning
unlike the uncritical thinker who accepts or
rejects conclusions, often on the basis of
egocentric attachment or unassessed bias.
The Critical Thinker
Daniel Kahneman
Daniel Kahneman
Amos Tversky
Try Their Test
You are at a store in one end
of the mall about to
purchase a calculator for
$25
Would you go down to the other end of the mall to
purchase the same calculator
for $20
Try Their Test
You are at a store in one end
of the mall about to
purchase a computer for
$2000
Would you go down to the other end of the mall to
purchase the same computer
for $1995
We Don’t Notice Everything
Lateral Thinking
Edward de Bono
Lateral Thinking
Story of evil money lender, debtor and his
beautiful daughter
Lateral Thinking
Engine
Fuel
Tuned
Intelligence
Knowledge
Thinking
Smart = the integration of all three
Identify the Problem
“A problem well stated is a problem half solved.”
Charles Kettering
Identify the Problem
“The only difference between a problem and a solution is that people understand the solution.”
Charles Kettering
Identify the Problem
“If I had only one hour to save the
world I would spend fifty-five minutes
defining the problem and only
five minutes finding the solution.”
Albert Einstein
Identify the Problem
Difference Between
Cause of a Problem
Effect of a Problem
Identify the Problem
Fishbone Analysis
Dr. Kaoru Ishikawa
Identify the Problem
Fishbone Analysis
Making a Decision
Gut Feeling
Positive, Negative, Interesting
Cost/Benefit Analysis
Gut Feeling
“It is a feeling that you know, but still have a hard time to explain it”
Malcolm Gladwell
Gut Feeling
“It is a feeling that you know, but still have a hard time to explain it”
Malcolm Gladwell
Positive/Negative/Interesting
A good way of weighing the pros, cons and implications of a decision.
Peter Ueberroth
Positive/Negative/Interesting
Positive
Negative
Interesting
What’s good?
What’s bad?
What would you be curious about?
“Should we charge for the
privilege of carrying the
Olympic Torch?”
Positive/Negative/Interesting
All marriages are no longer “Till Death do you part.” Marriages now only last 5 years.
Cost/Benefit Analysis
Everything has a Cost
Money
Time
Personnel
Confusion
Bad Feelings
Cost/Benefit Analysis
Everything has a Cost
Does the Benefit outweigh that Cost?
Cost/Benefit Analysis
Cost/Benefit Analysis
Benefit
Cost/Benefit Analysis
Benefit
Cost
Cost/Benefit Analysis
Benefit
Cost
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Cost/Benefit Analysis
“Targets or goals which are easily achievable and which do not require a lot of effort.”
Select Low Hanging Fruit
Is there a Problem?
How Significant is the Problem?
Structural or Attitudinal?
Is there a Solution?
Asking the Right Questions
Will the Solution Solve the Problem?
What are the negative effects?
Negative aspects outweigh the benefits?
Failed to ask Key Question
Did Japanese households have conventional western ovens?
Asking the Key Questions
Now, for the Case Studies
Your Turn to Decide