17309785 Decision Making PPT by Afiz

8/9/2019 17309785 Decision Making PPT by Afiz

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Implementing and Evaluating

a Decision

PDO235


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You may hit on a path-breaking idea.

But every idea must first be tried out,

tested and evaluated

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Planning Your Actions

Three steps to plan your actions Implementation basics

Force-field analysis

Grass-roots analysis

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To Reach Your Goal, You Must: Form an integration team: recruit people

from different teams affected by the decision

Establish timelines and milestones:

create an implementation calendar

Create an ongoing communication plan:

this is a yardstick of the teams effectiveness

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Creating a Force-field Analysis List the driving forces that support theimplementation of your decision eg:

- peoples attitudes- money

Now, list the forces restraining yourdecision, eg:

- negative influences

- attitudes

Quantify the strength of each force

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Benefits of a Force-field Analysis

A tool to help integrating teams identify keyteams in the implementation process, a force-field analysis helps:

Estimate the probability of a successful

implementation

Examine restraining and driving forces

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Grass-roots Analysis

How it Works

Members of different teams take on

responsibility for root actions in other departments A task calendar of their assignments and timelines

is maintained, updates provided

Analysis of work done is provided

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Grass-roots Analysis

How it Works

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Newproduct image


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Keeping Decision-makersInvolved in Decision-making

Involve important gate-keepersBring in experts

Promote your business idea

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Evaluating the Action

To remain problem-free:

Evaluate potential problems

Reduce the probability of problems

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Assessing a Decision Outcome

Thoroughly evaluate its end result

Examine the negative consequences of the

action

Assess the degree to which the problem

has been solved

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When a Decision Fails

Take action

But dont sugarcoat the situation

Separate the failure from the team involved

Form a decision review team

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DYNAMIC DECISION MAK

ING

PD 0234


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Principles of Sound Decision Making

Focusing on future

Examining the timing Considering linked decisions


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Decision Making Styles

Use the most effective for each situation:

Reflexive blunt, inefficient, but convenient

Emotional hasty, inaccurate and ineffective

Analytical completely logical, ignores emotion,intuition, experience, etc.,

Comprehensive most effective and efficient:

i. Deliberate - spend time to analyze every option

ii. Multifaceted - consider all angles (emotional, intuitive)

iii. Flexible - include more of emotional/intuitive/logical

intervention as the situation demands


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Decision Making inA

ction

Make decisions because they are right forthat situation/person/company

Not because they are:

1. Easy

2. Cheap

3. Popular


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PMIAnalysis

Pluses List of pluses of the decision

Minuses List of minuses of the decision

Interesting aspects Extended andinteresting implications of the decision

(Assign any number between +1 to +5, or

-1 to -5 depending on the implications of thedecision and tally the score)


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The Ease and Effect Matrix

Rating potential solutions according to theease of implementation

- just effort and time involved Rating solutions according to the effect

- on other businesses

Prioritizing solutions and placing them on thematrix - (1 to 3)


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Return-on-Investment Measure

Establish revenue projections with timeframes

Specify anticipated expense to implement it

Calculate net cash flow


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Devils Advocacy Technique

To evaluate the proposed business decision:

List evidences opposing the decision

- 1storder evidence - immediate effect

- 2nd order evidence - future possibility

Explain both sides to a colleague and take his

input


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Decision Making WithUneasy Partners


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ToEnsure Success in PartnershipDecisions

Talk about options in a productive way

Avoid wasting time in misunderstandings

Build better relationships

Enhance career success


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Compromises and Trade-offs

Aim for a win-win outcome

Generate as many options as possible

Establish an objective standard for:

- research

- cost

- staffing


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Real Dialogue

Enquire and uncover assumptions

Generate options and not ultimatums Focus on common grounds and not positions

Dialogues for business decisions shouldintegrate like instruments of a music band


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THANK YOU


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PROBLEM SOLVING ANDDECISION MAKING IN GROUPS

FOR OPTIONAL READING

PD0236


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Think Big

A small group of committed people canchange the world

Successful organizations depend on peoplecommitted to decision making

Technology and capital are nothing without

good decisions


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HOW TO SPOT AN INEFFECTIVE

PROBLEM-SOLVING GROUP


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WhatThey Do Wrong

Generate incomplete problem definition

Seek limited number of potential solutions Fail to develop contingency plans


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What Should They Do

Define the problem:- Briefly

- Clearly

- Define performance measurement

Write down all solutions

- Dont dismiss any solution

- Encourage people to offer more Dont rely on one solution


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Group Dynamic Problems

Inefficient communication flow

(hierarchy should not disturb communication)

Improper group size

(5 to 10 is ideal)

Lack of group cohesiveness

(must know purpose, expectation;must use rewards)


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GENERAL STRATEGIES FOR

IMPROVINGGROUP SUCCESS


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How to Harness the Power of

Team Work

Motivate till you meet goals

-boosts team attitude

Encourage groups to solve problems

-boosts organizational morale

These two increase the confidence of the team

-leads to good decision making


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Maintaining Team Engagement

Meetings should be short and productive

Identify meaningful milestones in meetings

- mark intermediate goals

Harness teams brain power

Secure collective enthusiasm

- celebrate success


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Enhance Group Communication

Make the right call

Promote and encourage full participation

Protect minority opinion

Separate opinion and people

Let team members summarize their opinion

in mails


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Handling Difficult Members

Show them you are listening - repeat phrases

Demonstrate patience dont provoke them

Redirect conflict guide them to the goal

Stick to the issue but take time to neutralizetheir outburst

Agree to disagree - bring to an amicable close


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BETTER GROUP DECISION MAKING


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Effective Group Problem Solving

Ensure that you have identified the issue

Capitalize on the synergy of group interaction

Employ productive group techniques

Dont engage in a tug-of-war

Enjoy the problem solving process


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World View Method of

Problem Diagnosis

Break team into two groups

Diagnose problem based on opposing

world views:1. Internal 4. Process point of view

2. External 5. Human point of view

3. Switch world views 6. Re examine the whole issue Debate and analyze the result/decision


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Group Brainstorming

It is collective generation of potential solutions:

Generate as many ideas as possible Withhold judgement on those ideas initially

Develop ideas that piggy back on other ideas


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Eliminate the Enemy - Groupthink

What is groupthink?

Members allow and enjoy conformity

They censor dissenting opinion

They seek unanimity at all costs

They fail to seek other solutions

Feel they are infallible


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Strategy to Eliminate Groupthink

Down play the strength of your own opinion

Encourage open disagreement

Assign a rotating devils advocate

Seek feed back from an external expert


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Using Nominal Group Technique

NGT is the oldest and most widely used

problem-solving technique:

1. Anonymous voting on initial favored solutions

2. Record of votes in a round robin fashion

3. Clarification of confusing ideas

4. Evaluation of final decision tallying scores:

-ask members to vote for top two options

-assign+2 for first and +1 for second


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Holding a Decision Follow-up Meeting

Look where you have been and review:

Focus on the long term consequences of the

decision

Revisit discarded options

Play devils advocate to the chosen option


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THANK YOU

Documents

17309785 Decision Making PPT by Afiz