Decision Making: A Ten-Step Process
10 June 2008
Read by 1944 persons
For a manager, no day goes by without making decisions. In the morning, when he arrives at the office, he must decide… he must decide, he is obliged to decide and often to decide quickly. It's as if it were almost impossible to function without having to decide.
How do you make your decisions? This is a question that no one will find absurd, which is normal, because we all make decisions almost every moment. But since not all decisions have the same effects (good and bad decisions) and especially in the field of strategic management, decisions are often almost irreversible, it is important to know how to make good decisions. Knowing how to make good decisions: it is an exercise that everyone can undertake. Although some will find the ability to make good decisions as self-evident, they all use – perhaps without knowing it – the same process.
It is true that there are decisions that are made without any process. Situations arise and you are forced to decide and decide quickly: this is the quality of a good manager, especially when his decisions can be judged good. But there are also situations where you need to take a step back, to evaluate a number of alternatives: from this moment on you need a well-established process so as not to miss your objective: choosing the most efficient alternative.
Good decisions are indeed those that are made using well-defined processes. They certainly depend on the views and perceptions of the decision-maker, but they imply an evaluation of alternatives and options.
Here we propose a process for your decision-making. It can be applied to any situation where you are led to make important decisions. It involves ten steps that can serve you in both your professional and private life.
• Ask yourself if you really need to make the decision.
Is the decision you want to make not the responsibility of another person? Do you really need to make the decision? (if you don't have at least a choice between at least two options, know that you don't have a decision to make). When do you need to make the decision? Why is it important to make a decision? Who are the people who will be affected by your decision? What will be the characteristics of your decision?
• Note as many alternatives as possible.
Define as many alternatives as you can imagine. Give free rein to your imagination and do not yet judge any alternative. This is not the time to judge, rather be sure that you have noted everything. Look for other sources of information that can provide you with other alternatives. Indeed, if you only have a few alternatives, you will certainly need to find other alternatives. By having additional information you will be able to arrive at new alternatives. Your sources of information can be your friends, your family, your colleagues, your collaborators, professional organizations, experts, government sources, the Internet, newspapers, magazines, books, etc.
• Check each alternative.
Now that you have found complementary alternatives, it will be easier for you to specify each one. The more information you have, the more ideas you have, the more easily you evaluate your alternatives. Make sure you have noted them and checked them.
• Review all your alternatives.
Now that you have a list of alternatives, start by evaluating those you consider suitable. First, note the evaluation rules, characteristics, and values to be considered for each alternative. Then identify the alternatives that take into account the greatest number of established characteristics or values. Thirdly, check the alternatives that do not correspond to your most preferred value framework.
• Identify the possible results of each alternative.
Imagine the possible results of each of the remaining alternatives on your list. Here too, your personal impression matters a great deal.
• Make a realistic assessment.
Identify among the remaining alternatives those that appear the most realistic, actually applicable. Cross out those that are unrealistic. Take into account the field of application: your company, your family, your social life…
• Which alternatives suit you best?
Identify among the remaining alternatives those that are most suitable for you. They correspond indeed to your best possible decisions. If among these alternatives, there are some that you are happy with but whose possible results do not seem suitable to you, it is proof that they are not good decisions. Moreover, if an alternative does not suit you but its effects interest you, know also that it is not the right one either. The right decision is one that suits you and whose results are also suitable. This is exactly the one you should choose.
• Prepare yourself.
Once you have made your decision, stick to it. Any hesitation will make you waver. Rest assured, you have now done your best. However, you have the possibility of reconsidering your decision later if you wish; there is no decision that is immovable.
• How are things evolving?
Evaluate the effects of your decision as you go along. Are your expectations being met? Are you satisfied? Do you want to make adjustments or let it go? If your expectations are not met, resume the process by asking yourself the following questions: Did I have enough information? What are the values to really take into account? Were the values I took into account my own values or those of someone else?
In any case, remember that you can always reconsider your decision.
Posted on May 27, 2008
gestiondelentreprise.com
How do you make your decisions? This is a question that no one will find absurd, which is normal, because we all make decisions almost every moment. But since not all decisions have the same effects (good and bad decisions) and especially in the field of strategic management, decisions are often almost irreversible, it is important to know how to make good decisions. Knowing how to make good decisions: it is an exercise that everyone can undertake. Although some will find the ability to make good decisions as self-evident, they all use – perhaps without knowing it – the same process.
It is true that there are decisions that are made without any process. Situations arise and you are forced to decide and decide quickly: this is the quality of a good manager, especially when his decisions can be judged good. But there are also situations where you need to take a step back, to evaluate a number of alternatives: from this moment on you need a well-established process so as not to miss your objective: choosing the most efficient alternative.
Good decisions are indeed those that are made using well-defined processes. They certainly depend on the views and perceptions of the decision-maker, but they imply an evaluation of alternatives and options.
Here we propose a process for your decision-making. It can be applied to any situation where you are led to make important decisions. It involves ten steps that can serve you in both your professional and private life.
• Ask yourself if you really need to make the decision.
Is the decision you want to make not the responsibility of another person? Do you really need to make the decision? (if you don't have at least a choice between at least two options, know that you don't have a decision to make). When do you need to make the decision? Why is it important to make a decision? Who are the people who will be affected by your decision? What will be the characteristics of your decision?
• Note as many alternatives as possible.
Define as many alternatives as you can imagine. Give free rein to your imagination and do not yet judge any alternative. This is not the time to judge, rather be sure that you have noted everything. Look for other sources of information that can provide you with other alternatives. Indeed, if you only have a few alternatives, you will certainly need to find other alternatives. By having additional information you will be able to arrive at new alternatives. Your sources of information can be your friends, your family, your colleagues, your collaborators, professional organizations, experts, government sources, the Internet, newspapers, magazines, books, etc.
• Check each alternative.
Now that you have found complementary alternatives, it will be easier for you to specify each one. The more information you have, the more ideas you have, the more easily you evaluate your alternatives. Make sure you have noted them and checked them.
• Review all your alternatives.
Now that you have a list of alternatives, start by evaluating those you consider suitable. First, note the evaluation rules, characteristics, and values to be considered for each alternative. Then identify the alternatives that take into account the greatest number of established characteristics or values. Thirdly, check the alternatives that do not correspond to your most preferred value framework.
• Identify the possible results of each alternative.
Imagine the possible results of each of the remaining alternatives on your list. Here too, your personal impression matters a great deal.
• Make a realistic assessment.
Identify among the remaining alternatives those that appear the most realistic, actually applicable. Cross out those that are unrealistic. Take into account the field of application: your company, your family, your social life…
• Which alternatives suit you best?
Identify among the remaining alternatives those that are most suitable for you. They correspond indeed to your best possible decisions. If among these alternatives, there are some that you are happy with but whose possible results do not seem suitable to you, it is proof that they are not good decisions. Moreover, if an alternative does not suit you but its effects interest you, know also that it is not the right one either. The right decision is one that suits you and whose results are also suitable. This is exactly the one you should choose.
• Prepare yourself.
Once you have made your decision, stick to it. Any hesitation will make you waver. Rest assured, you have now done your best. However, you have the possibility of reconsidering your decision later if you wish; there is no decision that is immovable.
• How are things evolving?
Evaluate the effects of your decision as you go along. Are your expectations being met? Are you satisfied? Do you want to make adjustments or let it go? If your expectations are not met, resume the process by asking yourself the following questions: Did I have enough information? What are the values to really take into account? Were the values I took into account my own values or those of someone else?
In any case, remember that you can always reconsider your decision.
Posted on May 27, 2008
gestiondelentreprise.com
