Effective executives do not focus on making a great many decisions but rather try to make key decisions well founded. They concentrate on what is important. They try to find the constants in a situation, to think through what is strategic. They want to know what the decision is all about and what the underlying realities are which it has to satisfy.
Here are a few steps to consider to improve decision making for the organization.
1. Classify the Problem
Is the issue unique, exceptional or generic? Or is it the first instance of a potentially recurring situation. A fundamental issue may generate a decision process different from a single stray event.
2. Define the Problem
What is this all about?” “What is pertinent here?” “What is the key to this situation?” Questions such as these are familiar. But only the truly effective decision makers are aware that the danger in this step is not the wrong definition; it is the plausible but incomplete understanding of the facts to consider.
3. Make the Right Decision
The effective executive has to start out with what is “right” rather than what is acceptable precisely because a compromise is often necessary in the end. But if what will satisfy the objective to be decided is not clear, the decision maker cannot distinguish between the right compromise and the wrong compromise. There has to be certainty in what the objective is and goal to be accomplished.
4. Provide an Action plan to execute the decision.
What does the action commitment have to be? Who has to know about it? A decision will not become effective unless the action commitments have been built into it from the start. In fact, no decision has been made unless carrying it out in specific steps has become someone’s work assignment and responsibility. Until then, it is only a good intention.
These are but a few considerations that I hope help a business structure strong, positive decisions to improve operations.
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