Parent Post
The “revolving door test”
The “revolving door test” focuses on changing perspective from an insider to an outsider to see the big picture clearly. This is a good example of how not to let your emotions make your decisions.
Most of us don’t have to make a dramatic decision but we can still learn this art of making business decisions.
The ideal-decision making process
The ideal-decision making process
The peer-group syndromeThe ideal
The peer-group syndrome
The ideal decision-making model is hard to implement because anybody who makes a business decision also possesses pride, ambition, fear, and insecurity.
The most common problem is something we call the peer-group syndrome.
Peers tend to look for a more senior manager, even if he is not the most competent or knowledgeable person involved, because most people are afraid to stick their necks out.
The first stage of
The first stage of the ideal decision-making process is free discussion, in which all viewpoints and different aspects of an issue are openly debated.
The greater the disagreement and the controversy, the more important becomes the word free.
In a heated discussion, participants say nothing until they see what view is likely to prevail. They then throw their support behind that view to avoid being associated with a losing position.
Striving for the outputSometimes,
Striving for the output
Sometimes, we could be talking in circles for a long time and not reaching a consensus, yet the time for a decision has clearly arrived.
The most important thing is don’t push for a decision prematurely. Here are the six important questions you should ask before jumping into any decision-making process.
- What decision needs to be made?
- When does it have to be made?
- Who will decide?
- Who will need to be consulted prior to making the decision?
- Who will ratify or veto the decision?
- Who will need to be informed of the decision?
The next stage is
The next stage is reaching a clear decision.
Extra effort should be taken to frame the terms of the decision with utter clarity.
Our tendency is to do just the opposite: when we know a decision is controversial, we want to obscure matters to avoid an argument.
Finally, everyone involved must
Finally, everyone involved must give the decision reached by the group’s full support.
This does not necessarily mean agreement: so long as the participants commit to back the decision, that is a satisfactory outcome.
An organization does not live by its members agreeing with one another at all times about everything. It lives on people committing to support the decision and the moves of the business.
