One of the main qualities employers look for, when they hire us as managers and leaders,, is our ability to make decisions. The decision making skill is not a quality found to equal measure among people, and the manner of deciding things varies depending on the personality and personal experience of each individual. Decision making is the result of a mental process which leads to the selection of a course of action among several alternatives, with the final purpose of producing a choice or establishing an opinion. (Wikipédia, 2008) Decision making is made possible through 5 steps:
1. Problem definition
2. Potential problem causes
3. Identification of the alternatives,
4. Approaches selection to solve the problem
5. Choice and implementation of the best alternative
Through this paper, I will follow the decision making process to formulate my opinion about the best way to increase the output quality of a decision making process, based on my observations of the class projects and the cognitive element acquired within the class.
[...] leader how has the idea AVOIDANCE Laissez faire - No concrete debate around the output - Group indifference towards the results - One person reports INTEGRATIVE Task oriented leadership - Strong tension at the end of the process - Use of the “urgency to finish the preparation excuse” to reach personal goals AVOIDANCE Autocratic leadership - No concrete debate around the output - Group indifference towards the results - One person reports Bibliography HBR CASE STUDY All the Wrong Moves by David A. Garvin Conquering a Culture of Indecision by Ram Charan BEST OF HBR 1998 The Hidden Traps in Decision Making by John S. Hammond, Ralph L. [...]
[...] When people were suggesting subjects proceeding to a round table, some groups stopped the round table as soon as someone proposed something viable, without trying to see others' ideas; o The group think, illustrated by the will to conform to the group's opinions under the team members' pressure, also occurred very often. The result was to limit creativity and understanding of the subject. It was also used as a way to finish quickly the presentation while avoiding conflicts or arguments. [...]
[...] The results were a growing tension, and split over. To conclude on the ways to deal with conflict resolution and closure, leaders possess tools they should be using more often such as : Body language observation to identify reluctance To organize phases where conflict and disagreement must express a constructive path Unify the group by letting concerns be expressed Stop endless discussion by calling the question and announce the decision when the moment is the right one. [...]
[...] Comparatively, in some groups, very few people participated in the decision making process, or simply agreed when an idea was suggested, enhancing group thinking. Indifference and conflict avoidance were the hidden motives. This method of decision making was generally led by one person, with an unchecked advocating over the group of his/her way of thinking to make sure to push his/her point of view ahead. But in both cases, groups tended to support personal and cognitive biases without noticing them. [...]
[...] The best way not to get lost in the decision making process is to follow the OAR approach : - Define the Objectives - Considerate all the alternatives (Brain storming, subgroups works . ) - Evaluate the risks and contingency (swot analysis, grid analysis, ) Then you can select the best alternative and plan for actions. There is never a right decision but an accurate solution in consideration of the context Among all the groups, it had been shown through the results that The Nuns had performed the best. [...]
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