Decision Making Process - Essay Example

Decision Making Process It is believed that decision is the answer to change. Decision is one of the significant disposition qualities distinguish high performers from the huge ranks of the average. As a matter of fact decision goes with every real huge success any person ever makes. The majority of successful people makes decisions quickly and changes them slowly. They continue with the decisions they have made. But, ‘unsuccessful’ are very sluggish to make any decision at all and they change the ones they have made very rapidly indeed (Kotelnikov, 2008).

It is necessary to understand the dynamics that create high quality decision making leaders for an institution. The decision making process is merely as good as the weakest link. To take always high quality decisions, there is a need to ‘divide and conquer’ or split the decision and work on it part by part at a time. Being a leader, make certain to focus on people what it takes to suitably frame decisions. In order to establish decision quality in the organization, one should have a hand in declaring or checking each important decision frame.

Soon after, when people become more certain and assured, turn them free to do their own framing, and guide them as a coach. As for the organizational decision making one should follow the decision dialog process that is suitably precise and flexible for the types of decisions. One should be able to judge decisions even as they’re being made, mainly when there are significant doubts, by assessing the quality of the work done at each of the six Decision Points: frame, people, process, alternatives, values, and information.

Making decisions in the face of doubt is what leaders and managers are supposed to do. There is a requirement to see how the decisions might link up, and how others might link them up and then put the frame in view of that. No one can know everything in advance. Recognizing, perceptive, talking about, and finally counting uncertainty are all element of good decision making. Assist people to find out and understand risk. Recognize the critical uncertainty, on which the decision actually depends.

Make use the creative insight to reframe the decision, identify alternatives, and sharpen the ethics so that one can with poise select a path, even if one doesn’t know for sure the result. People have different risk profiles. The lenience for risk indicates how one processes each of the Six Decision Points: frame, people, process, alternatives, values, and information. Think about risk tolerance. As in the case of significant decision, create a team of people with a broad risk profile. Organizational Decision Making is a Balancing Act.

One can surely make these sorts of balancing decisions on a case by case basis. As an option, make rules around the four paradoxes for the different types of decisions people in the organization frequently make. The four paradoxes are: Inclusion vs. Efficiency, Empowerment vs. Control, Rules vs. Method, and Head vs. Heart. One can state this in terms of high/lows and let individual actors work out the information, or by being instruction and prescriptive in how someone wants people to handle each paradox.

Two-choice dilemmas create leaders. The first and foremost thing one has to do when in a two-choice dilemma is to call it out. Act as if there isn’t a crisis, confusion, or both, wear away self-confidence and devastate authority to lead. Hastening to hardship and tough decisions is what identifies leadership. Decide how one is going to work the problem, and then labor it with a reason. Create choice with self-assurance. Decision quality must be developed in step by step. Develop quality into the decision framework and into the processes by which one direct how the people build small and large decisions.

For superior decisions, develop decision processes that create dialog and decisive thoughts at precise stages like framing, values, and alternatives to make sure arrangement and agreement on these vital elements of decision making. It’s not a decision until you commit. Having taken the decision to a choice, make a commitment, whatever it takes, to get it executed. Even though it seems very simple, most organizations, by the access of the people running them, do little for getting the objective into action (Hoffberg and Korver, 2006).

For example consider a state of affairs with a decision-making body, i.e., a company board. The decision making procedure can be explained in an identical method separately. A decision-making process begins when a resolution is to be accepted by the decision-making body. A decision-making process can originate from outside the organization or from inside. Here it is assumed that for instance, a record from the previous board meeting and may be considered as the order for decision making. The decision-making body must gather all basic information and assess before the decision taken.

Based on information the decision-making process begins: defining the essential records needed for decision-making, getting and assessing the ground document, planning suggestion, passing decision. The aims of the decision-making process are to ensure that all ground records are defined, collected and evaluated and also proposal is made and passed by the decision-making body (Bider, 2002). ReferencesBider, I. (2002) Business Process Modeling as a Method of Requirements Engineering IbisSoft AB Box.

Retrieved on 27 February 2008 from: http://www.iceis.org/Hall_Of_Fame/ibider/ibider_2002.pdf Hoffberg, K.and Korver, C. (2006). Leadership and Decision Making DQI, LLC Retrieved on 27 February 2008 from: http://www.bpmforum.org/DecisionROI/PDF/Leadership_DQ.pdf Kotelnikov, V. (2008). Decision as the Key to Transformation, Decision Making The Art, Science, and Practice, Business Coach. Retrieved on 27 February 2008 from: http://www.1000ventures.com/business_guide/crosscuttings/decision_making_main.html