devised by suresh patel, management coach [email protected] 1 decision-making plot- 728/1,...

Devised By Suresh Patel, Management Coach [email protected]

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Decision-Making

Plot- 728/1, Jagrutipark, Sector 30, Gandhinagar 382 030. Tel: 079 31021048


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Response to a Situation

• Put your head in the sand - ignore / avoid

• Act without thinking - do the first thing that comes to your mind

• Positively decide to do nothing

• Take action only after you have gathered information and given the matter some thought


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Art of Decision-Making

• Asks for personal & interpersonal skills

– Fact finding

– Logical Thinking

– Creativity

– Analytical Ability

– Sensitivity to others

– Assertiveness


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@ Decisions

• Making decisions

• Getting people to implement decisions

Which is more tough?


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Importance

Well-being – and even survival-

of an individual and of an organisation

depend almost entirely on

the quality of its

Decision-Making process.


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You = ?

• The decisions that you make.

Your decisions are vital to your effectiveness.

They will be reflected in your performance and the results you achieve.


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Your Organisation = ?

• The decisions that you all make.

Your decisions are vital to your organisation’s effectiveness.

They will be reflected in organisation’s performance and the results.


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Decision = ?

• The mean by which you move your work on, to achieve your tasks and goals.

• The choice

• The conclusion


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Types of Decisions

• Operational

• Strategic

• Programmed

• Unprogrammed

• Routine

• Urgent

• Consultative

• Problematic


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Styles of Decision-Making

• The authoritarian

• The democratic


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Approach of Decision-Making

• Thinking Approach

• Intuitive Approach

• Systematic Approach


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Thinking Approach

• Barriers to think

– Emotional involvement

– Closeness to the decisions (attachment)

– Lack of time

– Pressure from others


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Intuitive Approach

• The hunches that tell us “what is right?”, even though we can’t explain “why?”

• The gut feelings / instinct

• Left brain + Right brain (Reason) + (Intuition)


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Systematic Approach

1. Setting Objectives

2. Collecting Information

3. Identifying alternatives / options

4. Evaluation

5. Selection

6. Implementing & Monitoring Change


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1. Setting Objectives

• Overall objective

- long-term achievement

• Immediate objective

- immediate achievement


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Overall objective

• It creates a challenge and provide a common direction

• It provides an opportunity to shape the future.


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Overall objective of an Organisation

• What is the purpose of our organisation?

• What business are we in?

• Who are our customers?

• Who are our competitors?

• What resources do we have?

• What do we want to achieve in 1/3/5 years’ time?


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Overall objective of a Team / Department

• How do we help the organisation to achieve its objectives?

• What job are we being paid to do?

• Who are our customers?

• What are our budgetary constraints?

• What do we want to achieve in 1 year’s time?


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Overall objective of an Individual

• What is the purpose of my job?

• What contribution can I make to achieve team’s objectives?

• How does my work differ from that of other people?


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2. Collecting Information

• Relevant

• Appropriate details

• Accurate

• Complete

• Timely

• External

• Corporate

• Internal

• Income-expenditure


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Ask questions for information

• Why?

• Who?

• What?

• When?

• Where?

• How?


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The questionsWhy? did this decision / problem arise?

do we need to find a solution?

Who? is affected?

should be involved in making decision?

What? are the true facts surrounding this decision?

When? did the problem arise?

the decision must be made?

Where? did the problem arise?

what area is affected?

How? can the relevant information be identified?

can it be obtained?


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Sources of information

• Human sources

• Written sources

• IT sources


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3. Identifying alternatives / options

When you are faced with a decision it is always tempting to select the most

obvious option.

But sometimes the best solution is not the one that stares you in face as you

contemplate the issue.

It is often the creative idea.


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Creating options

• Never assume your list of options is exhaustive

• Test the constraints. Are they real?

• Use your imagination to create more.

• Check that you are not making unnecessary assumptions.


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Creative thinking techniques

• Brain-storming

• Ideas writing

• Mind mapping

• Lateral thinking


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Lateral thinkingtechnique : 6 Thinker Hats

WHITE Data & Information

RED Feelings, emotions & intuition

BLACK Caution and critical judgment

YELLOW Optimism and positive point of view

GREEN Creative efforts

BLUE Organising & controlling


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4. Evaluation

Evaluate options on the basis of:

• Feasibility

• Acceptability

• Risk


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Personal Attributes…….Play

• Experiences & intelligence

• Values & beliefs

• Personality & interests

• Aspirations & expectations


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5. Selection

• Pros & Cons

• Consensus

• Voting

• Clustering

• negotiation


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Ask yourself finally…….

• Am I happy and confident @ this decision?

• Will it be acceptable to all concerned?

• If not, how am I going to pursue?

• Is it ok to set this as a precedent for future decisions?

• Did I give full consideration to all options?

• Did I think @ consequences of this decision?


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6. Implementing & Monitoring Change

• Implement decision

• Check whether things are working as you anticipated

• Admit the mistakes, if any

• Learn


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Summary …..

1. Identify your overall objectives and keep them firmly in your mind.

2. Be clear about the purpose of the decision

3. Adopt the habit of thinking hard

4. Do not be afraid to use your intuition

5. Be prepared to spend time on collecting high quality information


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Summary …..

6. Give yourself time to work on a problem

7. Be able to differentiate between urgent decisions and important ones.

8. Involve as many people as necessary and use their expertise.

9. List and evaluate your options

10. Talk to your colleagues, friends and family @ your problems.


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Summary …..

11. Use all the resources available

12. Use your imagination – and that of others too – to come up with new ideas

13. Learn from your mistakes by monitoring the outcome of your decisions

14. Make decisions as often as possible – practice makes a man perfect !

36Devised By Suresh Patel, Management Coach [email protected]

Thank You !

devised by suresh patel, management coach [email protected] 1 decision-making plot- 728/1,...

Documents

suresh patel

management coach sureshbhaip

assertiveness slide

intuition slide

democratic slide

conclusion slide

monitoring change slide

thinking approach barriers