|
Decision-making errors exist within all levels of =
organizations. Some=20
common examples include:
- focusing on the symptoms instead of on the problem; =20
- having no clear picture of the desired outcome; =20
- becoming fixated on only one option; =20
- making decisions that do not align with the overall goals of =
the=20
organization; =20
- missing opportunities to set decision criteria; and =20
- failing to evaluate enacted decisions.
It is important to recognize and accept (without blame or =
shame) that=20
mistakes occur. Then it is time to move on=97to apply a process =
that will=20
enable successful decision making.
Here are eight common steps that can be taken to aid in making =
better=20
business decisions.
Define the Problem: Get clarity on the actual =
business=20
problem by examining the symptoms and gathering input from all=20
stakeholders. State the problem clearly in business terms. Avoid =
technical=20
jargon.
Know the Strategic Agenda: Find out what is on =
the=20
strategic agenda of the organization. Ensure that the business =
problem=20
outlined aligns with the direction of the organization.
Identify the Desired Outcome: Know exactly =
what you=20
want to see happen. Know your goals and objectives before you =
consider the=20
route to get there. Consider aligning with the strategic, tactical =
and=20
operational levels of the organization.
Establish the Solution Domain: Consider ideas =
that=20
might work within the Solution Domain, that is, within the goals,=20
objectives, rules and constraints of the organization. The =
Solution Domain=20
establishes the context for which alternative solutions can be =
considered.=20
Determine Alternative Solutions: Brainstorm =
ideas.=20
Have an open session where all ideas are tossed into the ring=97no =
judgment.=20
Refrain from implementation thinking. Focus on solution =
alternatives.=20
Choose a minimum of three possible solutions for one business =
problem.=20
Establish the Evaluation Criteria: Become =
clear on=20
what is important by creating a list of criteria. Define each of =
these=20
criteria. Establish the decision-making approach. Ensure that the =
approach=20
fits within the context of the organization.
Go for It: Choose one solution. Enact it. =
Allow time=20
for it to work.
Evaluate. Investigate to decide if the =
solution has=20
been successful. If a satisfactory result has not been achieved, =
revisit=20
and rethink the solution. Make adjustments as necessary.
Decision making is a challenge, especially in complex =
organizational=20
environments. A clearly-defined, consistently-applied =
approach=97one that=20
spans all organizational lines=97is the key to making better =
business=20
decisions.
Richard A. Lannon partners with business and =
technology=20
organizations to help clarify their goals and objectives and train =
their=20
leadership and professionals on how to achieve them. He provides =
the=20
blueprint for you and your organization to be SET (structured, =
engaged and=20
trained). Richard Lannon can be reached at richard@braveworld.ca; 403=
-476-8853=20
or visit http://www.braveworld.ca/ 3/0=
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