Effective Decision Making

EFFECTIVE Decision MakingEFFECTIVE Decision Making

Presented by Presented by Dr. Helal Uddin AhmedDr. Helal Uddin Ahmed

BSMMUBSMMU

soton73@yahoo.comsoton73@yahoo.com

EFFECTIVE Decision Making

john adairjohn adair

Chair of Leadership Studies United Nations System Staff Chair of Leadership Studies United Nations System Staff College in Turin.College in Turin.

Former visiting Professor of Leadership StudiesFormer visiting Professor of Leadership Studies

University of ExeterUniversity of Exeter

&&

International consultant to a wide variety of organizations International consultant to a wide variety of organizations in in

BUSINESS, EDUCATION & HEALTHBUSINESS, EDUCATION & HEALTH

Some works of John AdairSome works of John Adair

ContentsContents

IntroductionIntroduction

What is Decision MakingWhat is Decision Making

Steps to making DecisionSteps to making Decision

Know your mindKnow your mind

Three Families of ability Three Families of ability

ThinkingThinking

ConceptConcept

Imaginative thinkingImaginative thinking

Integrity & valuingIntegrity & valuing

IntuitionIntuition

Using your depth mindUsing your depth mind

OptionsOptions

ArguingArguing

CreativityCreativity

Effective decisionEffective decision

Barriers to effective Barriers to effective decisiondecision

SummarySummary

IntroductionIntroduction

The mental movements which leads to decisions:The mental movements which leads to decisions:

In a wordIn a word

THINKINGTHINKING

Deciding Deciding implies choice from several- or many- implies choice from several- or many- possibilities. Thinking is the preliminary work of possibilities. Thinking is the preliminary work of weighing up the pros and cons for each course of weighing up the pros and cons for each course of action.action.

A decisive person is one who has the power to A decisive person is one who has the power to stopstop thinking and thinking and start start acting.acting.

Effective Decision Making: Effective Decision Making: Management contextManagement context

1976 a questionnaire was sent to 200 business 1976 a questionnaire was sent to 200 business leaders.leaders.

Ques:Ques: What is the most valuable attributes at the top What is the most valuable attributes at the top level management? level management?

Ans:Ans: “ability to take decision” “ability to take decision”

What is Decision Making?What is Decision Making?

• Decision making is the cognitive process leading to the selection of a course of action among alternatives.

• It begins when we need to do something but we do not know what.

Examples: Shopping, deciding what to eat, What to wear, when to sleep, etc..

Five points plan for decision makingFive points plan for decision making

Define ObjectivesDefine Objectives

Collect informationCollect information

Develop optionsDevelop options

Evaluate and decideEvaluate and decide

ImplementImplement

1

3

2

1

4

5

• Specifying aim & objectivesSpecifying aim & objectives• Having recognized the need for a Having recognized the need for a

decision decision

Define ObjectivesDefine Objectives

ObjectiveObjective

Collect informationCollect information

• Collecting & Organizing dataCollecting & Organizing data• Checking facts & opinionsChecking facts & opinions• Identifying possible causesIdentifying possible causes• Establishing time constraints & Establishing time constraints &

other criteria other criteria

InformationInformation

Develop optionsDevelop options

• Listing possible courses of actionListing possible courses of action• Generating ideasGenerating ideas

OptionsOptions

• Listing pros and consListing pros and cons• Examining the consequencesExamining the consequences• Measuring against criteriaMeasuring against criteria• TrialsTrials• Testing against objectiveTesting against objective• Selecting the best Selecting the best

Evaluate and decideEvaluate and decide

Evaluate and decideEvaluate and decide

ImplementImplement

• Acting to carry out the decisionActing to carry out the decision• Monitoring the decisionMonitoring the decision• Reviewing Reviewing

ImplementImplement

A decision making modelA decision making model

Sense Effects

Define Objectives

Collect Information

MonitorConsequences

Implement

Evaluate& Decide

Develop Options

Sensing effects means having the awareness which picks up Sensing effects means having the awareness which picks up the signs and symptoms of existing problem.the signs and symptoms of existing problem.

KNOW YOUR KNOW YOUR MINDMIND

Improve your decision Improve your decision making ability making ability

By By

sharpening the sharpening the thinking toolsthinking tools which which nature and education nature and education have provided.have provided.

• Human brain contains around 10,000,000,000 Human brain contains around 10,000,000,000 neurons. neurons.

• According to scientist we loss about 10,000 According to scientist we loss about 10,000 neurons/day.neurons/day.

• But at 80 years of age we lost only 3% of brain But at 80 years of age we lost only 3% of brain capacity.capacity.

• There are relationship between mental activity and There are relationship between mental activity and brains chemistry and anatomy.brains chemistry and anatomy.

• Our mind has almost limitless potentials.Our mind has almost limitless potentials.• Brain is the most powerful biological super computer.Brain is the most powerful biological super computer.

Brain power

3 families of abilities3 families of abilities

Families Families of abilitiesof abilities

The AnalyzersThe Analyzers

The ValuersThe ValuersThe SynthesizersThe Synthesizers

The mind has several different ways of working and they The mind has several different ways of working and they can be called can be called families of abilitiesfamilies of abilities

The AnalyzersThe Analyzers

• Analyzers = greek verb means unloosen Analyzers = greek verb means unloosen or break up.or break up.

• Separate a whole into it’s component Separate a whole into it’s component parts.parts.

• They can resolve anything complex into They can resolve anything complex into it’s simple elements.it’s simple elements.

The SynthesizerThe Synthesizer

• Reverse of analyzing.Reverse of analyzing.

• Components/parts are assembled together.Components/parts are assembled together.

The ValuersThe Valuers

• The valuers revolve around the perception The valuers revolve around the perception of value, worth or significance.of value, worth or significance.

• They include all form of judging, criticizing They include all form of judging, criticizing and evaluating.and evaluating.

ThinkingThinking

• Mind is oneMind is one: : Thinking Thinking & Emotions often & Emotions often contrasted.contrasted.

• Most powerful Most powerful emotions lie dormant emotions lie dormant in our mind.in our mind.

• Control your emotions Control your emotions in rational way.in rational way.

EmotionsThinking

A good ANALYTICAL mindA good ANALYTICAL mind

• Establishing the Establishing the relations relations of the parts to of the parts to each other and to the whole.each other and to the whole.

• Finding the true Finding the true causecause or causes of the or causes of the problem.problem.

• Identifying the Identifying the issueissue at stake- the ‘either- at stake- the ‘either-or’.or’.

• Discovering a Discovering a lawlaw in nature. in nature.• Searching for the Searching for the principlesprinciples behind behind

experience.experience.

For a good ANALYTICAL mindFor a good ANALYTICAL mind

• Ask questions yourself.Ask questions yourself.

• Remember the magic words:Remember the magic words:Who?Who?Which?Which?Why?Why?Why not?Why not?WhenWhenWhere?Where?How?How?

Synthesizer: Holistic ThinkerSynthesizer: Holistic Thinker

Holism: Holism: The tendency in nature The tendency in nature to produce wholes by to produce wholes by ordering or grouping ordering or grouping various units together.various units together.

Holistic ApproachHolistic Approach

• Prefers to deal with Prefers to deal with wholeswholes

• Dislike overmuch Dislike overmuch analysisanalysis

• Feeling no compulsive desire to take things Feeling no compulsive desire to take things or people to bits to see what they are or people to bits to see what they are made made of.of.

• The holist sees the The holist sees the woodswoods not the not the treetree

Gestalt school of psychologyGestalt school of psychology

• The whole is always The whole is always more thanmore than sum of its parts, sum of its parts, just as melody is more than its separate notes.just as melody is more than its separate notes.

• RelationshipRelationship between the events- not the events between the events- not the events themselvesthemselves

• No No events occurs in isolationevents occurs in isolation• IntuitiveIntuitive grasp of overall significance of behavior grasp of overall significance of behavior

is more desirable then the mechanical explanation.is more desirable then the mechanical explanation.

Basic laws of Gestalt PsychologistBasic laws of Gestalt Psychologist

• Figure-ground relationshipFigure-ground relationship

• SimilaritySimilarity

• ProximityProximity

• ClosureClosure

• Good continuationGood continuation

• Simplicity.Simplicity.

• Subjective contour Subjective contour

Ex: Good continuationEx: Good continuation

C

A B

D

Ex: Good continuationEx: Good continuation

C

A

B

D

Ex: Subjective contourEx: Subjective contour

The contour of a The contour of a white triangle is white triangle is perceived even though perceived even though it doesn’t exist.it doesn’t exist.

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: Simplicity

Ex: SimplicityEx: SimplicityThe law of The law of PrägnanzPrägnanz

Ex: ClosureEx: Closure

Bangabandhu Sheikh Mujibur RahmanBangabandhu Sheikh Mujibur Rahman

Ex: ClosureEx: ClosureDo you Identify the Person?Do you Identify the Person?

Mohondas Koram Chand GandhiMohondas Koram Chand Gandhi

Ex: ProximityEx: Proximity

The closer objects near each other tendThe closer objects near each other tendto be grouped together (Ehrenstein, 2004)to be grouped together (Ehrenstein, 2004)Left circles are grouped vertically and rights are Left circles are grouped vertically and rights are horizontallyhorizontally.

Ex: SymmetryEx: Symmetry Most people see vertical column of circle and squareMost people see vertical column of circle and square

Ex: Figure - GroundEx: Figure - Ground Viewers will perceive an object (figure) and a Viewers will perceive an object (figure) and a

surface (ground) even in shapes are grouped surface (ground) even in shapes are grouped together (Ehrenstein, 2004). together (Ehrenstein, 2004).

(Chang, 2002)

British Holistic Medical British Holistic Medical Association:1983Association:1983

Principles :Principles :• Mind and Body are a unity and should be treated Mind and Body are a unity and should be treated

as suchas such• Nature heals, we helpNature heals, we help• What works with one person, may not necessarily What works with one person, may not necessarily

works with anotherworks with another

Thinking in ConceptThinking in Concept

• A concept is a way of categorizing or classifying A concept is a way of categorizing or classifying the people, objects and events in the environment. the people, objects and events in the environment. (Anglin ,1977).(Anglin ,1977).

• Natural concepts & Artificial ( logical) concept.Natural concepts & Artificial ( logical) concept.

Artificial (Logical) ConceptArtificial (Logical) Concept

• Abstract ThinkerAbstract Thinker• VisionaryVisionary

• Criticism: Criticism: difficult to understand difficult to understand remote from apprehension remote from apprehension insufficiently factual insufficiently factual theoretical, detached theoretical, detached impersonal impersonal

Development of ConceptsDevelopment of Concepts

Birds: Wings Feathers Fly

Animal: Eats

Breathes

Crow:WingsFeathersFlyBlack color

Parrot:WingsFeathersFlyGreen color

Fish: Fin Gills Swims

Hilsha: Fin Gills Swims Not Dangerous

Piranha: Fin Gills Swims Dangerous

Foundation of good Decision MakingFoundation of good Decision Making

• Quality of conceptQuality of concept• Ability to develop conceptAbility to develop concept• Aim to have clear conceptAim to have clear concept• Define the concept– as well asDefine the concept– as well as• Open to new light on them from Open to new light on them from

unexpected sourceunexpected source

Concept of a vehicleConcept of a vehicle

• Good Concept :Good Concept :

Concept of a vehicleConcept of a vehicle

• Bad Concept :Bad Concept :

Regarding conceptRegarding concept

““No great improvements in the lot of mankind are No great improvements in the lot of mankind are possible, until a great change takes place in the possible, until a great change takes place in the fundamental constitution of their modes of fundamental constitution of their modes of thought.”thought.”

-- John Stuart John Stuart MillMill

Imaginative ThinkingImaginative Thinking

• Our mind have a fundamental visual capacity, we Our mind have a fundamental visual capacity, we not only see things but we can shut our eyes and not only see things but we can shut our eyes and remember the picture of remember the picture of what we have seenwhat we have seen. That is . That is one pole of Imagination.one pole of Imagination.

• The other pole is that The other pole is that we don’t see beforewe don’t see before. That have . That have no existence but we can visualize with ‘third eye’.no existence but we can visualize with ‘third eye’.

Two Polls of ImaginationTwo Polls of Imagination

What we have seenWhat we have seen

Imaginative Imaginative ThinkingThinking

What we don’t see beforeWhat we don’t see before

Imaginative ThinkingImaginative Thinking

““I can see the whole of I can see the whole of it at a single glance in it at a single glance in my mind, as if it were my mind, as if it were a beautiful painting or a beautiful painting or a handsome human a handsome human being”being”

------W A ------W A MozartMozart

●

Imaginative AbilitiesImaginative Abilities

• RecallingRecalling

• VisualizingVisualizing

• CreatingCreating

• ForeseeingForeseeing

• FantasyFantasy

Thinking and Imagination

1.1. Thinking without imaginationThinking without imagination

2.2. Imagination without thinkingImagination without thinking

3.3. Imaginative thinkingImaginative thinking

Develop Imaginative ThinkingDevelop Imaginative Thinking

• Changing your self image- the way you see yourself.Changing your self image- the way you see yourself.• If you don’t apply imagination to yourself-you are If you don’t apply imagination to yourself-you are

unlikely to apply it in life.unlikely to apply it in life.

Most Potent way of unlocking the doors of the Most Potent way of unlocking the doors of the practical imagination is changing self imagepractical imagination is changing self image

Read itRead it

Read itRead it

What do you understand by this What do you understand by this picturepicture

IT’s TIME TO TEASE YOUR BRAINIT’s TIME TO TEASE YOUR BRAIN

Thinking Beyond ImaginationThinking Beyond Imagination

You know that your looking at a real building right? The Crooked House was built in 2004 as an addition at a popular shopping center, and is a major tourist attraction in Sopot, Poland. what happenswhen someone sees this building for the first time in their life?

Integrity &ValuingIntegrity &Valuing

““Integrity is the quality which makes people trust Integrity is the quality which makes people trust you.”you.”

--Lord Slim--Lord Slim

At the core of integrity lies the value of truth. The At the core of integrity lies the value of truth. The common synonym is common synonym is honesty- honesty- the refusal to lie, the refusal to lie, steal or deceive in any way.steal or deceive in any way.

• A good decision maker can perceive the A good decision maker can perceive the truth in a situation.truth in a situation.

• Good decision making ability rests upon 2 Good decision making ability rests upon 2 pillars:pillars:

1. Establishing the truth1. Establishing the truth2. Knowing what to do2. Knowing what to do

Integrity &ValuingIntegrity &Valuing

• Policy for thinkers:Policy for thinkers: 1. Always assume that truth exists1. Always assume that truth exists 2. Discover the truth- rather to invent it. 2. Discover the truth- rather to invent it.

Integrity &ValuingIntegrity &Valuing

Einstein's theory: One man’sEinstein's theory: One man’s nownow is is another man’s another man’s thenthen..

Valuing in PerspectiveValuing in Perspective

• Valuing is a dimension in all thinking Valuing is a dimension in all thinking rather than discrete function.rather than discrete function.

• In certain mental situation it is playing the In certain mental situation it is playing the leading part- such as judgement, leading part- such as judgement, criticizing,criticizing,interviewing someone etc. interviewing someone etc.

IntuitionIntuition

66thth sensesense

“I just knowI just know”

• Power or faculty of immediately apprehending Power or faculty of immediately apprehending that something in the case.that something in the case.

• Apparently Apparently it is done without intervention of any it is done without intervention of any reasoning process.reasoning process.

• No deductive or inductive step by step reasoning.No deductive or inductive step by step reasoning.• No conscious analysis of the situation.No conscious analysis of the situation.• No employment of the imagination.No employment of the imagination.• Just a quick and ready Just a quick and ready insight.insight.

IntuitionIntuition

Trusting Your IntuitionTrusting Your Intuition

• Intuition is not Intuition is not intellectually respectable intellectually respectable but- if anybody has an but- if anybody has an iron grip on his mind then iron grip on his mind then he or she should trust on he or she should trust on his/her intuition.his/her intuition.

Researchers said Einstein have been Researchers said Einstein have been intuitive in his works.intuitive in his works.

Trusting Your IntuitionTrusting Your Intuition

There is no logical way to There is no logical way to discovery of these elemental discovery of these elemental laws. There is only the way of laws. There is only the way of intuition, which is helped by a intuition, which is helped by a feeling for the order lying feeling for the order lying behind the appearance. behind the appearance.

----Einstein----Einstein

Researchers commented Einstein have Researchers commented Einstein have been intuitive in his works.been intuitive in his works.

Emotion & IntuitionEmotion & Intuition

• Emotion and intuition have their sources close Emotion and intuition have their sources close together in the hinterland of the brain.together in the hinterland of the brain.

• The negative emotions of fear and anxiety can The negative emotions of fear and anxiety can express themselves in intuition.express themselves in intuition.

• Ex: Ex: a nervous passenger may have intuition that a nervous passenger may have intuition that his flight to Coxes-bazar will crash and he his flight to Coxes-bazar will crash and he transfer to another one.transfer to another one.

Emotion & IntuitionEmotion & Intuition

• A positive emotion can also lead to wishful A positive emotion can also lead to wishful intuition.intuition.

• Ex: Ex: A man or woman in love have intuition about A man or woman in love have intuition about the character of the adored lover which turn out to the character of the adored lover which turn out to be groundless.be groundless.

• The success rate of this type of anxiety intuition or The success rate of this type of anxiety intuition or love intuition is remarkably low. love intuition is remarkably low.

• Before intuitive- be sure you are a physically and Before intuitive- be sure you are a physically and emotionally fit.emotionally fit.

• Mountaineers are aware that decision taken in a Mountaineers are aware that decision taken in a state of exhaustion drop dramatically in quality.state of exhaustion drop dramatically in quality.

Emotion & IntuitionEmotion & Intuition

If you are tired, best to think logically what to If you are tired, best to think logically what to do- and not to rely upon your intuition.do- and not to rely upon your intuition.

Things to RememberThings to Remember

Pre-occupation or false assumptionPre-occupation or false assumption

is not intuitionis not intuition

Using Your Depth MindUsing Your Depth Mind

Unconscious mind

Preconscious mind

Conscious mind

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ind

ConsciousnessConsciousness

• Consciousness:Consciousness:The sum total of all the external stimuli and The sum total of all the external stimuli and internal mental events of which we are internal mental events of which we are aware at any given time.aware at any given time.

• Stream of consciousness is the continual Stream of consciousness is the continual fluctuation between external and internal fluctuation between external and internal events.events.

Subconscious Mental ActivitySubconscious Mental Activity

• Subconscious processes are mental or behavioral Subconscious processes are mental or behavioral activities that take place outside conscious activities that take place outside conscious awareness.awareness.

• Sigmund Freud further subdivided this Sigmund Freud further subdivided this subconscious mind into—subconscious mind into— 1. Preconscious processes 1. Preconscious processes 2. Unconscious processes 2. Unconscious processes

Preconscious & Preconscious & Unconscious processesUnconscious processes

• Preconscious processes:Preconscious processes:That can be brought into awareness by paying That can be brought into awareness by paying attention to them.attention to them.

• Unconscious processes:Unconscious processes: These are more or less permanently unavailable These are more or less permanently unavailable to consciousness.to consciousness.

How to activate How to activate your depth mindyour depth mind

1.1. Make lots of decision in your field.Make lots of decision in your field.

2.2. See relation between your decision- despite See relation between your decision- despite differences of time ,place and scale.differences of time ,place and scale.

3.3. Look on your brain as a mental computerLook on your brain as a mental computer

4.4. Avoid mental lazinessAvoid mental laziness

5.5. Few people are willing to make the effort- ‘the Few people are willing to make the effort- ‘the many fail, the one succeeds’. many fail, the one succeeds’. ---Lord Thomson---Lord Thomson

OptionsOptions

• Possibilities are not options.Possibilities are not options.• Decision making needs- collecting, assessing, and Decision making needs- collecting, assessing, and

choosing from a set of options.choosing from a set of options.• Enemy of good options- false assumptions about Enemy of good options- false assumptions about

resources and limitations.resources and limitations.• Apply creative thinkingApply creative thinking• Calculated risk and assessment of probabilities.Calculated risk and assessment of probabilities.

Developing Options for Decision MakingDeveloping Options for Decision Making

AA

● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● PossibilitiesPossibilities

Feasible optionsFeasible options

Situation after- 3,4, 5 Situation after- 3,4, 5 & &

7 have been eliminated 7 have been eliminatedThe essential issue,The essential issue,the either or choicethe either or choiceChoiceChoice

DecisionDecision

Action/ImplementationAction/Implementation

Arguing

• Argument is the Argument is the debate debate of high quality upon the of high quality upon the reasons reasons for and againstfor and against the various courses of action. the various courses of action.

• The application of argumentative thinking depends The application of argumentative thinking depends upon upon situation, matter under considerationsituation, matter under consideration and and temperamenttemperament of the good manager. of the good manager.

• Wish to here other points of view- because person Wish to here other points of view- because person may be may be partly perfectpartly perfect or or fully convincedfully convinced. .

Wrong way to arguingWrong way to arguing

• Argumentum ad hominemArgumentum ad hominemPlaying the man –not the ball.Playing the man –not the ball.

Wrong way to arguingWrong way to arguing

• Argumentum ad invidium:Argumentum ad invidium:An argument to envy or prejudice , i.e. appealing An argument to envy or prejudice , i.e. appealing to those emotions.to those emotions.

• Argument by analogy:Argument by analogy:Search similarity, metaphor.Search similarity, metaphor.

• Buck-passing (de-shouldering) in the form of Buck-passing (de-shouldering) in the form of rationalizing.rationalizing.

• Ignoratio elenchi: Drawing irrelevant conclusion, Ignoratio elenchi: Drawing irrelevant conclusion, ignoring at the matter at issue. ignoring at the matter at issue.

Wrong way to arguingWrong way to arguing

• Reduction to absurdity: Attempt to disprove a Reduction to absurdity: Attempt to disprove a proposal by producing something that is both proposal by producing something that is both obviously deducible from it and contrary to obviously deducible from it and contrary to common sense. common sense.

• The no decision/no action:The no decision/no action:

• All and some: Too more statistics and over All and some: Too more statistics and over generalization. generalization.

• Middle of the road arguments: Middle of the road arguments:

Wrong way to arguingWrong way to arguing

CreativityCreativity

• Creativity involves the generation of new Creativity involves the generation of new ideas.ideas.

• It should be: It should be: – NovelNovel: : unique, new, innovative, different, unique, new, innovative, different,

imaginative, non-typical, unusual.imaginative, non-typical, unusual.– UsefulUseful: : responds to a need, has some utility or responds to a need, has some utility or

value, answers a question.value, answers a question.– UnderstandableUnderstandable: : not the result of chance, not the result of chance,

reproduciblereproducible

CreativityCreativity

• Creativity Needs:Creativity Needs:

Skill: Skill: Learned capacity or talent to carry Learned capacity or talent to carry out pre-determined results.out pre-determined results.

Talent: Talent: Natural endowments of a person.Natural endowments of a person.

Personality: Personality: Patterns of relatively enduring Patterns of relatively enduring characteristics of human characteristics of human behaviorbehavior

What is effective decisionWhat is effective decision

• Effective decision is not necessarily a perfect Effective decision is not necessarily a perfect decision decision ( if such a thing exists?)( if such a thing exists?)

• It should be the best decision after considering all.It should be the best decision after considering all.

• It does not effective in the sense of intention- It does not effective in the sense of intention-

effective in the sense of outcome.effective in the sense of outcome.

Check list Check list For an effective decision makerFor an effective decision maker

• Have I defined the objectives? Have I defined the objectives? • Do I have sufficient information? Do I have sufficient information? • What are the feasible options? What are the feasible options? • Have I evaluate them correctly? Have I evaluate them correctly? • Does this decision feel right now andDoes this decision feel right now and

I have begun to implement it? I have begun to implement it?

What is an Effective ThinkerWhat is an Effective Thinker

• Skill of analyzing, synthesizing, valuing Skill of analyzing, synthesizing, valuing

• Committed to think it throughCommitted to think it through

• Knows when and how use the depth mindKnows when and how use the depth mind

• Receptive to intuitionReceptive to intuition

• Imaginative Imaginative

• Open to new ideasOpen to new ideas

• Able to link his mind with others in the Able to link his mind with others in the search for truthsearch for truth.

Making an inventory of your skillsMaking an inventory of your skills

Know thyself Know thyself

“Successful leaders have the courage to take action while others hesitate.”

- John C. Maxwell

Barriers to Effective Decision MakingBarriers to Effective Decision Making

• Hasty Hasty - Making quick decisions without having much - Making quick decisions without having much thought.thought.

• Narrow Narrow -- Decision making is based on very limited Decision making is based on very limited information. information.

• Scattered Scattered - Our thoughts in making decisions are - Our thoughts in making decisions are disconnected or disorganized.disconnected or disorganized.

• Fuzzy Fuzzy - - The lack of clarity on important aspects of a The lack of clarity on important aspects of a decision causes us to overlook certain important decision causes us to overlook certain important considerations. considerations.

• Craving for unanimous approvalCraving for unanimous approval• Trying to make decisions which are outside your Trying to make decisions which are outside your

realm of authority.realm of authority.

• Not following the 5 steps plan.Not following the 5 steps plan.

• No imagination- full of mechanical thinkingNo imagination- full of mechanical thinking

• Only imagination- no scientific approachOnly imagination- no scientific approach

• Not fit physically or mentally Not fit physically or mentally

Barriers to Effective Decision MakingBarriers to Effective Decision Making

SummarySummary

What is Decision What is Decision MakingMaking

Cognitive process leading to the selection of Cognitive process leading to the selection of a course of action among alternatives.a course of action among alternatives.

Five points plan for Five points plan for Decision makingDecision making

ObjectiveObjectiveCollect informationCollect informationDevelop OptionsDevelop OptionsEvaluate & DecideEvaluate & DecideImplementation Implementation

Know your mindKnow your mind Sharpening the thinking toolsSharpening the thinking tools

Three Families of Three Families of ability ability

AnalyzersAnalyzers

SynthesizersSynthesizers

Valuers Valuers

Summary Summary contd.contd.

ThinkingThinking Thinking & emotionsThinking & emotions

Analytical mindAnalytical mind

Holistic approachHolistic approach

Gestalt lawsGestalt laws

ConceptConcept Artificial conceptArtificial conceptIntegrating conceptIntegrating concept

Imaginative Imaginative thinkingthinking

Thinking without imaginationThinking without imaginationImagination without thinkingImagination without thinkingDevelop Imaginative thinkingDevelop Imaginative thinking

Integrity & Integrity & valuingvaluing

Always assume that truth existsAlways assume that truth exists Discover the truth- rather to invent it. Discover the truth- rather to invent it.

Summary Summary contd.contd.

IntuitionIntuition Trusting your intuitionTrusting your intuitionEmotion & intuitionEmotion & intuitionPre-occupation is not intuitionPre-occupation is not intuition

Using your depth Using your depth mindmind

Conscious mindConscious mindPre-conscious mindPre-conscious mindUnconscious mindUnconscious mind

OptionsOptions Developing optionsDeveloping options

ArguingArguing ArguingArguing

Wrong way to arguingWrong way to arguing

CreativityCreativity Need for creativityNeed for creativity

Effective decisionEffective decision Effective decision is not perfect decision Effective decision is not perfect decision alwaysalways

Barriers to effective Barriers to effective decisiondecision

Hasty, Narrow, Scattered, Fuzzy Hasty, Narrow, Scattered, Fuzzy

The Train to Bangladesh 2020The Train to Bangladesh 2020

BANGLADESHBANGLADESH19711971

BANGLADESHBANGLADESH20092009

The Decision Makers

Thank You Thank You