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BSS: Effective Decision Making

Book Description

Decisions and problems can often leave people with a dilemma: knowing that a decision is required, but uncertain how to ensure that it is the best one and that it will be successfully executed. The paradox is that the very pressure for a decision often breeds indecisiveness. Think on Your Feet addresses this fundamental problem, enabling you to find the best solutions and options, avoid pitfalls, manage risk, work with people to ensure that decisions succeed, and understand how you can improve the way you typically operate when making decisions.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Contents
  5. Introduction
  6. Step 1: Understanding Decision Making And Problem Solving
    1. Decision Making—What it is And Why it Matters
    2. The Personal Nature Of Decision Making
    3. THE PROCESS OF DECISION MAKING
    4. BOTH RATIONAL AND INTUITIVE
    5. INDIVIDUALITY MATTERS
    6. THE BENEFIT OF EXPERIENCE—AND ITS PROBLEMS
    7. Decisions And Business
    8. THE BENEFITS OF ENTREPRENEURIAL DECISIONS
    9. Six Steps In Decision Making And Problem Solving
    10. 1. DEFINE THE OBJECTIVE: ASK THE RIGHT QUESTIONS
    11. 2. COLLECT AND COMPREHEND RELEVANT INFORMATION
    12. 3. DEVELOP PRACTICAL OPTIONS
    13. 4. EVALUATE AND SELECT
    14. 5. IMPLEMENT
    15. 6. MONITOR AND MODIFY
    16. Handling Decision-Making Challenges
    17. Understanding Significant Decisions
    18. 1. COMMITTING
    19. 2. COMPREHENDING
    20. 3. RISKING
    21. 4. SEEING BEYOND THE “TUNNEL”
    22. Introducing Decision-Making Pitfalls
    23. PARALYSIS BY ANALYSIS
    24. THE KNOWING—DOING GAP
    25. IGNORANCE, ERRORS, AND MISTAKES
    26. INFORMATION OVERLOAD
  7. Step 2: Assessing Your Decision-Making Style
    1. How We Make Decisions
    2. Rational ...
    3. OR INTUITIVE?
    4. WHEN MAKING DECISIONS ...
    5. The Roles We Play
    6. THE POLITICIAN
    7. THE ROBOT
    8. THE COWBOY
    9. THE LONG-DISTANCE RUNNER
    10. THE HISTORIAN
    11. THE MAVERICK
    12. Mixing Styles
    13. ADOPTING THE BEST STYLE WHEN MAKING DECISIONS
    14. Auditing Your Decision-Making Style
  8. Step 3: Problem-Solving Techniques
    1. A Problematic World
    2. THE DANGERS OF OVER-ANALYSIS
    3. THE IMPORTANCE OF PEOPLE
    4. THE NEED FOR PRACTICALITY
    5. The Problem-Solving Process
    6. Using Groups to Solve Problems
    7. HARNESSING THE BENEFITS OF GROUPS FOR DECISION MAKING
    8. PROBLEMS WITH GROUP PROBLEM SOLVING
    9. TEN TECHNIQUES FOR GROUP-BASED PROBLEM SOLVING
    10. DELEGATING PROBLEM SOLVING
    11. Understanding Problems
    12. CAUSE AND EFFECT ANALYSIS
    13. Choosing Your Solution
    14. LISTING AND ASSESSING YOUR GOALS AND OBJECTIVES
    15. PRIORITIZING YOUR CHOSEN GOALS AND OBJECTIVES
    16. Implementing The Solution
    17. DELEGATING AND CLEARLY ASSIGNINGRESPONSIBILITY FOR SPECIFIC TASKS
    18. MOTIVATING, MOBILIZING, AND REWARDINGTHOSE INVOLVED
    19. MANAGING RESOURCES
    20. Approaches To Problem Solving
    21. Assessing Your Problem-Solving Skills
  9. Step 4: Handling Risks
    1. Risky Business
    2. USING RATIO ANALYSIS TO UNDERSTAND RISK
    3. Using Ratios For Business Decisions
    4. Reducing Risk ...
    5. UNDERSTAND THE RISKS
    6. CONSIDER THE AMOUNT OF RISK
    7. IDENTIFY AND PRIORITIZE RISKS
    8. ... Or Managing Risk
    9. TECHNOLOGY
    10. ORGANIZATIONAL CHANGE
    11. PROCESSES
    12. PEOPLE
    13. EXTERNAL ENVIRONMENTAL FACTORS
    14. Stages In Risk Management
    15. Assessing and Minimizing Risks
    16. MINIMIZING THE THREAT FROM RISK
    17. Auditing Your Approach To Risk
  10. Step 5: Using The Right Information And Knowledge
    1. Managing Knowledge
    2. AN EXAMPLE OF THE SIGNIFICANCE OF INFORMATION FOR DECISION MAKING: THE CUBAN MISSILE CRISIS
    3. KNOWLEDGE, INFORMATION, AND DECISION MAKING
    4. Techniques For Managing Knowledge
    5. UNDERTAKE A KNOWLEDGE AUDIT
    6. INCREASE KNOWLEDGE
    7. MAINTAIN KNOWLEDGE
    8. PROTECT KNOWLEDGE
    9. FORMALIZE INFORMATION SYSTEMS
    10. Harnessing The Information Life Cycle
    11. UNDERSTANDING INFORMATION REQUIREMENTS
    12. GENERATING THE RIGHT INFORMATION
    13. REVIEWING AND ANALYZING INFORMATION
    14. STORING AND RETRIEVING INFORMATION
    15. USING AND ACTING ON INFORMATION
    16. Using Your Knowledge When Making Decisions
    17. Improving Decisions With Organizational Learning
    18. Audit Your Use Of Knowledge And Information
  11. Step 6: Handling Different Types of Decision
    1. Handling Urgent Decisions
    2. UNDERSTAND WHY THE DECISION IS URGENT AND WHAT IS INVOLVED
    3. MANAGE TIME EFFICIENTLY
    4. USE SKILLS OF ASSERTION
    5. IGNORE TRIVIA
    6. FOLLOW THE DECISION-MAKING PROCESS
    7. STAY FOCUSED UNTIL THE END
    8. Ensuring The Success Of Routine Decisions
    9. POTENTIAL PITFALLS OF ROUTINE DECISIONS
    10. AVOIDING THE PITFALLS
    11. Long-Term Decisions
    12. Simple But Vital Decisions
    13. Complex Decisions
    14. The Consequences of Decisions: The Decision Web
    15. SELF-FULFILLING PROPHECY
    16. SELF-REINFORCING PROCESSES
  12. Step 7: Increasing Confidence And Boldness
    1. Overcoming The Fear of Risk
    2. CREATE A POSITIVE CLIMATE
    3. DEVELOP AUDACIOUS THINKING
    4. STEP INTO THE DANGER ZONE
    5. HANDLE CHANGING AND CONTRADICTORY EMOTIONS
    6. Dealing With Stress Caused By Decisions And Problems
    7. THE PERSONAL NATURE OF STRESS
    8. PREVENTING AND HANDLING STRESS
  13. Step 8: Being Creative And Innovating
    1. Creativity: The Art Of The Decision
    2. Generating Solutions
    3. PARETO ANALYSIS
    4. EXPERIENCED PROBLEM SOLVING: HEURISTICS
    5. KEPNER-TREGOE ANALYSIS
    6. MIND MAPPING
    7. Generating Highly Innovative Solutions
    8. USING VERTICAL AND LATERAL THINKING
    9. ADOPTING A QUESTIONING APPROACH
    10. ACCEPTING THAT GOOD IDEAS CAN COME FROM ANYWHERE
    11. DRIVING REALISTIC INNOVATION
    12. PLANNING THE IMPLEMENTATION OF NEW IDEAS
    13. RELEASING CREATIVITY
    14. BRAINSTORMING AND MORPHOLOGICAL ANALYSIS
    15. FINDING THE RIGHT SOLUTION
    16. Checklist: Ensuring The Success Of Creative Decisions And Solutions
    17. Developing Solutions Quickly: The Deep Dive
  14. Step 9: Implementing Decisions
    1. Gaining Support
    2. THE NEED FOR SUPPORT
    3. KNOW WHEN TO GAIN SUPPORT FOR KEY DECISIONS
    4. COMMUNICATE
    5. LISTEN TO SUGGESTIONS WITH AN OPEN MIND
    6. SHOW TACT AND SENSITIVITY
    7. BE DILIGENT, METHODICAL, AND CONSCIENTIOUS
    8. SHOW COMMITMENT AND ENTHUSIASM
    9. INCREASING THE LIKELIHOOD OF SUCCESS
    10. BE HONEST AND ADOPT AN ETHICAL STANCE
    11. BE PRACTICAL—THE DECISION NEEDS TO BE WORKABLE NOW AND IN THE FUTURE
    12. WATCH FOR SETTING A PRECEDENT
    13. BE METHODICAL
    14. USE ALL AVAILABLE RESOURCES
    15. MANAGE RISK
    16. DEVELOP YOUR OWN DECISION-MAKING STYLE
    17. TAKE CONTROL AND SHOW COURAGEOUS LEADERSHIP
    18. STAY POSITIVE AND RESOLVE PROBLEMS EARLY
    19. COMMUNICATE DECISIONS
    20. Getting The Best From People
    21. COMMUNICATING AND INFLUENCING
    22. THE IMPORTANCE OF TIMING
    23. DELEGATING THE IMPLEMENTATION OF DECISIONS
    24. Know what decisions and tasks to delegate, and what to avoid delegating
    25. Understand the decisions that cannot be delegated
    26. Prepare to delegate
    27. Match person and task
    28. Discuss and agree objectives
    29. Provide resources and the appropriate level of authority
    30. Monitor progress
    31. DEVELOPING A POSITIVE ATTITUDE
    32. ENSURING THAT DECISIONS ARE IMPLEMENTED BY THE MOST APPROPRIATE PERSON
    33. Creating The Right Environment for Preventing and Solving Problems: Key Questions
  15. Step 10: Avoiding the Pitfalls and Developing An Action Plan
    1. The Hidden Pitfalls In Decision Making
    2. THE ANCHORING TRAP
    3. THE STATUS QUO TRAP
    4. THE SUNK-COST TRAP
    5. THE CONFIRMING EVIDENCE TRAP
    6. THE OVERCONFIDENCE TRAP
    7. THE FRAMING TRAP
    8. THE RECENT EVENT TRAP
    9. THE PRUDENCE TRAP
    10. Coping with Decisions: Typical Behavioral Flaws
    11. PROCRASTINATION
    12. ESCALATION OF COMMITMENT
    13. BOLSTERING
    14. SHIFTING RESPONSIBILITY
    15. The Pitfalls of Decision Making Which Involves Groups Of People
    16. FRAGMENTATION
    17. GROUPTHINK
    18. AN EXAMPLE—AND A SOLUTION—TO THE PROBLEMS OF FRAGMENTATION AND GROUPTHINK
    19. THE BIGGEST PROBLEM OF ALL: FAILING TO RESPOND TO CHANGE
    20. Overcoming the Problems of Decision Making
    21. Using Scenario Thinking to Overcome Problems
    22. THE BENEFITS OF SCENARIOS
    23. ACTION CHECKLIST: SCENARIO PLANNING
    24. Checklist: Assessing Behavioral Problems and Challenges
    25. Planning to Improve Decision Making and Problem Solving
    26. BALANCE ANALYSIS WITH THE NEED FOR ACTION
    27. BE PROACTIVE
    28. IDENTIFY OPTIONS
    29. USE LATERAL THINKING
    30. CONCEPTUALIZE
    31. CONSIDER CUSTOMER NEEDS
    32. MASTER THE ESSENTIALS
    33. FINALLY, ACCEPT PERSONAL RESPONSIBILITY
    34. Dos And Don’ts
    35. DO NOT:
  16. About the Author