![]() Reduce more complicated decisions down to simpler steps.Many of these issues can be overcome by using a structured decision-making process. In this case, a structured decision-making process can often help by identifying some very real pros and cons of particular actions, that perhaps you hadn’t thought about before. Sometimes it’s difficult to make a decision because you just don’t care one way or the other. Decisions tend to involve the prospect of change, which many people find difficult.įor more about overcoming this, see our pages on Change Management, but also remember that ‘ deciding not to decide’ is also a decision. People are often very attached to the status quo. It can also help to explore the rational/intuitive aspects with all stakeholders, usually with an external facilitator to support the process. Because they are not overtly expressed, it is hard to identify them clearly, and therefore address them, but it can sometimes be possible to do so by exploring them with someone outside the process, but in a similar position. These vested interests are often not overtly expressed, but may be a crucial blockage. Vested Interestsĭecision-making processes often founder under the weight of vested interests. Sometimes, any decision is better than none. And while it’s important to know what these views are, and why and how they are important, it may be essential for one person to take responsibility for making a decision. Everyone has their own views, and their own values. Making decisions by committee is difficult. This problem can often be resolved by getting everyone together to decide what information is really important and why, and by setting a clear timescale for decision-making, including an information-gathering stage. This is sometimes called analysis paralysis, and is also used as a tactic to delay organisational decision-making, with those involved demanding ever more information before they can decide. The opposite problem, but one that is seen surprisingly often: having so much conflicting information that it is impossible to see ‘the wood for the trees’. If necessary, prioritise your information-gathering by identifying which information will be most important to you. Take some time to gather the necessary data to inform your decision, even if the timescale is very tight. If you do not have enough information, it can feel like you are making a decision without any basis. There are a number of problems that can prevent effective decision-making. What Can Prevent Effective Decision-Making? You do, therefore, need to be committed to the decision personally, and be able to persuade others of its merits.Īn effective decision-making process, therefore, needs to ensure that you are able to do so. ![]() More complicated decisions tend to require a more formal, structured approach, usually involving both intuition and reasoning. It is important to be wary of impulsive reactions to a situation.ĭecisions need to be capable of being implemented, whether on a personal or organisational level. Intuition is a perfectly acceptable means of making a decision, although it is generally more appropriate when the decision is of a simple nature or needs to be made quickly. It can, however, ignore emotional aspects to the decision, and in particular, issues from the past that may affect the way that the decision is implemented. Reasoning has its roots in the here-and-now, and in facts. Reasoning is using the facts and figures in front of you to make decisions. It is therefore worth examining your gut feeling closely, especially if you have a very strong feeling against a particular course of action, to see if you can work out why, and whether the feeling is justified. It is, however, not always based on reality, only your perceptions, many of which may have started in childhood and may not be very mature as a result. It is worth taking your intuition into account, because it reflects your learning about life. Intuition is using your ‘gut feeling’ about possible courses of action.Īlthough people talk about it as if it was a magical ‘sense’, intuition is actually a combination of past experience and your personal values. Decisions can be made through either an intuitive or reasoned process, or a combination of the two. In the wider process of problem-solving, decision-making involves choosing between possible solutions to a problem. In its simplest sense, decision-making is the act of choosing between two or more courses of action. This page provides some ideas that are designed to help those who struggle to make decisions large or small.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |