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Mind Tools Newsletter 132 - July 28th, 2009
How Good Is Your Decision-Making?
We've probably all made a decision that later turned out to be wrong. But the question is this: did we make the best possible decisions with the information available at that time? Did we trust to luck or "instinct"; or did we weigh up information and options carefully, and use our very best judgment?
In business and in our personal lives, we use decision-making skills every day. Some of these decisions will be right, and some will be wrong - however, what matters is that we make decisions when they need to be made, and that we make the best decision that we can with the information available.
Whether you're making a routine decision, or a major choice with far reaching consequences, MindTools.com is a great place to find the tools and techniques you'll need. With the right decision-making toolkit, you can make the best possible decision, and so make the right decision more of the time!
In This Issue
Today's featured article is a great place to start! Our How Good Is Your Decision Making? quiz helps you build up your decision-makers' toolkit, so that you can make great decisions.
We also introduce a new article on the subject of Managing a Geographically Dispersed Team, and feature a useful technique that helps you test a new proposal: The Straw Man Concept. These articles are available in full to all our readers.
In our members' area, the Career Excellence Club, we go beyond decision-making, and look at how to solve even the toughest problems with our latest Book Insight, reviewing Solving Tough Problems. (Book Insights look at the very best and latest management and personal effectiveness books, in an easy-to-digest audio format.) Find out what else is new in the Club in the What's New? section below!
So, How Good Is Your Decision Making? Find out right now!
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James Manktelow and Rachel Thompson
MindTools.com - Essential skills for an excellent career!
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What's New?
Free Articles
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Managing a Geographically Dispersed Team
Achieving your goals together, while apart
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All Readers |
| Managing people in different locations can be difficult, and it requires skill and sensitivity. Learn how to coordinate dispersed team members, and their activities, toward a unified goal. All Readers' New Tool |
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The Straw Man Concept
Build it up, knock it down, and create a solid final solution
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All Readers |
A straw man is a starting point proposal that's made to be tested, scrutinized, deconstructed and - maybe - thrown away.
All Readers' Featured Favorite |
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Club Resources |
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Editors' Choice Article
How Good Is Your Decision-Making?
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You won't always have all the data you'd like. |
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©iStockphoto/Maica |
Decision-making is a key skill for effective leaders.
Whether you're deciding which person to hire, which supplier to use, or which strategy to pursue, the ability to make a good decision with available information is vital. It would be easy if there were one formula you could use in any situation, but there isn't. Each decision presents its own challenges, and we all have different ways of approaching problems.
So, how do you avoid making bad decisions - or leaving decisions to chance? You need a systematic approach to decision-making so that you can take decisions with confidence, no matter what type of decision you have to make.
No one can afford to make poor decisions. That's why we've developed a short quiz to help you assess your current decision-making skills. We'll examine how well you structure your decision-making process, and then we'll point you to specific tools and resources you can use to develop and improve this important competency.
How Good Are Your Decision-Making Skills?
Take this test online by visiting http://www.mindtools.com/pages/article/newTED_79.htm, or on paper by circling your answers to the statements below in the column that most applies. If you take the test online, your results will be calculated for you automatically.
© Mind Tools Ltd, 1995-2009.
Statement |
Not
at all |
Rarely |
Some
times |
Often |
Very
Often |
1 |
I evaluate the risks associated with each alternative before making a decision. |
1 |
2 |
3 |
4 |
5 |
2 |
After I make a decision, it's final – because I know my approach is good. |
5 |
4 |
3 |
2 |
1 |
3 |
I try to determine the real issue before starting a decision-making process. |
1 |
2 |
3 |
4 |
5 |
4 |
I rely on my own experience to find potential solutions to a problem. |
5 |
4 |
3 |
2 |
1 |
5 |
I often rely on "gut instinct" when making decisions. |
5 |
4 |
3 |
2 |
1 |
6 |
I am sometimes surprised by the actual consequences of my decisions. |
5 |
4 |
3 |
2 |
1 |
7 |
I use a well-defined process to structure my decisions. |
1 |
2 |
3 |
4 |
5 |
8 |
I think that involving many stakeholders to generate solutions can make the process more complicated than it needs to be. |
5 |
4 |
3 |
2 |
1 |
9 |
If I have doubts about my decision, I go back and recheck my assumptions and my process. |
1 |
2 |
3 |
4 |
5 |
10 |
I take the time needed to choose the best decision-making tool for each specific decision. |
1 |
2 |
3 |
4 |
5 |
11 |
I consider a variety of potential solutions before I make my decision. |
1 |
2 |
3 |
4 |
5 |
12 |
Before I communicate my decision, I create an implementation plan. |
1 |
2 |
3 |
4 |
5 |
13 |
In a group decision-making process, I tend to support my friends' proposals and try to find ways to make them work. |
5 |
4 |
3 |
2 |
1 |
14 |
When communicating my decision, I include my rationale and justification. |
1 |
2 |
3 |
4 |
5 |
15 |
Some of the options I've chosen have been much more difficult to implement than I had expected. |
5 |
4 |
3 |
2 |
1 |
16 |
I prefer to make decisions on my own, and then let other people know what I've decided. |
5 |
4 |
3 |
2 |
1 |
17 |
I determine the factors most important to the decision, and then use those factors to evaluate my choices. |
1 |
2 |
3 |
4 |
5 |
18 |
I emphasize how confident I am in my decision as a way to gain support for my plans. |
5 |
4 |
3 |
2 |
1 |
Score Interpretation
Now add up the scores you've circled.
My
score overall is: |
out of 90 |
|
Score |
Comment |
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18-42 |
Your decision-making hasn't fully matured. You aren't objective enough, and you rely too much on luck, instinct or timing to make reliable decisions. Start to improve your decision-making skills by focusing more on the process that leads to the decision, rather than on the decision itself. With a solid process, you can face any decision with confidence. We'll show you how. |
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43-66 |
Your decision-making process is OK. You have a good understanding of the basics, but now you need to improve your process and be more proactive. Concentrate on finding lots of options and discovering as many risks and consequences as you can. The better your analysis, the better your decision will be in the long term. Focus specifically on the areas where you lost points, and develop a system that will work for you across a wide variety of situations. |
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67-90 |
You have an excellent approach to decision-making! You know how to set up the process and generate lots of potential solutions. From there, you analyze the options carefully, and you make the best decisions possible based on what you know. As you gain more and more experience, use that information to evaluate your decisions, and continue to build on your decision-making success. Think about the areas where you lost points, and decide how you can include those areas in your process. |
As you answered the questions, did you see some common themes? We based our quiz on six essential steps in the decision-making process:
- Establishing a positive decision-making environment.
- Generating potential solutions.
- Evaluating the solutions.
- Deciding.
- Checking the decision.
- Communicating and implementing.
If you're aware of these six basic elements and improve the way you structure them, this will help you develop a better overall decision-making system. Let's look at the six elements individually.
Establishing a Positive Decision-Making Environment (Statements 3, 7, 13, 16)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 3 |
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| Statement 7 |
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| Statement 13 |
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| Statement 16 |
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| Total |
Out of 20 |
If you've ever been in a meeting where people seem to be discussing different issues, then you've seen what happens when the decision-making environment hasn't been established. It's essential for everyone to understand the issue before preparing to make a decision. This includes agreeing on an objective, making sure the right issue is being discussed, and agreeing on a process to move the decision forward.
You also must address key interpersonal considerations at the very beginning. Have you included all the stakeholders? And do the people involved in the decision agree to respect one another and engage in an open and honest discussion? After all, if only the strongest opinions are heard, you risk not considering some of the best solutions available. Click here to learn more about creating a constructive decision-making environment.
Generating Potential Solutions (Statements 4, 8, 11)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 4 |
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| Statement 8 |
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| Statement 11 |
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| Total |
Out of 15 |
Another important part of a good decision process is generating as many good alternatives as sensibly possible to consider. If you simply adopt the first solution you encounter, then you're probably missing a great many even better alternatives. Click here to learn about some powerful tools for generating good alternatives, expanding the number of ideas, and considering different perspectives.
Evaluating Alternatives (Statements 1, 6, 15)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 1 |
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| Statement 6 |
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| Statement 15 |
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| Total |
Out of 15 |
The stage of exploring alternatives is often the most time-consuming part of the decision-making process. For some people, this stage sometimes takes so long that a decision is never made - this is true "paralysis by analysis"! To make this step efficient, be clear about the factors you want to include in your analysis. There are three key factors to consider:
- Risk - Most decisions involve some risk. However, you need to uncover and understand the risks to make the best choice possible.
- Consequences - You can't predict the implications of a decision with 100% accuracy. But you can be careful and systematic in the way that you identify and evaluate possible positive and negative consequences.
- Feasibility - Is the choice realistic and implementable? This factor is often ignored. You usually have to consider certain constraints when making a decision. As part of this evaluation stage, ensure that the alternative you've selected is significantly better than the status quo.
Click here to see a list of tools that you can use to improve the way you evaluate alternatives.
Deciding (Statements 5, 10, 17)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 5 |
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| Statement 10 |
|
| Statement 17 |
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| Total |
Out of 15 |
Making the decision itself can be exciting and stressful. To help you deal with these emotions as objectively as possible, use a structured approached to the decision. This means taking a look at what's most important in a good decision.
Take the time to think ahead and determine exactly what will make the decision “right.” This will significantly improve your decision-making accuracy. Click here to learn about the different tools that you can use to make a good decision.
Checking the Decision (Statements 2, 9)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 2 |
|
| Statement 9 |
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| Total |
Out of 10 |
Remember that some things about a decision are not objective. The decision usually has to make sense on an intuitive, instinctive level as well. The entire process we have discussed so far has been based on the perspectives and experiences of all the people involved. Now it's time to check the alternative you've chosen for validity and "making sense."
If the decision is a significant one, it's also worth auditing it to make sure that your assumptions are correct, and that the logical structure you've used to make the decision is sound.
Click here to learn more about tools that you can use to do this.
Communicating and Implementing (Statements 12, 14, 18)
For statements in this category, fill in your scores in the table below, and then calculate your total.
| |
Score |
| Statement 12 |
|
| Statement 14 |
|
| Statement 18 |
|
| Total |
Out of 15 |
The last stage in the decision-making process involves communicating your choice and preparing to implement it. You can try to force your decision on others by demanding their acceptance. Or you can gain their acceptance by explaining how and why you reached your decision. For most decisions - particularly those that need participant buy-in before implementation - it's more effective to gather support by explaining your decision.
Have a plan for implementing your decision. People usually respond positively to a clear plan - one that tells them what to expect and what they need to do. For more information on developing these types of plans, read our articles about project management and change management.
Key Points
Decision-making is a skill - and skills can usually be improved. As you gain more experience making decisions, and as you become more familiar with the tools and structures needed for effective decision-making, you'll improve your confidence. Use this opportunity to think about how you can improve your decision-making and take your skills to the next level. Ultimately, improving your decision-making skills will benefit you and your organization.
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Featured Course
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Our "How to Lead: Discover the Leader Within You" leadership program teaches you the 48 essential tools you need to become a well-balanced and highly effective leader.
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A Final Note from James
In our next newsletter in two weeks' time, we'll be looking at the intriguing ideas of Action Centered Leadership, and Beckhard and Harris's Change Equation.
What's more, in the Club we'll be looking at Managing Change, Beating the Time Bandits, and Managing Freelancers; we have a fascinating interview with Fergus O'Connell on running Fast Projects; we'll be looking at a new book, Chaotics, by marketing guru Philip Kotler; and much more!
Have a great two weeks!
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James Manktelow
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Mind Tools
Essential Skills for an Excellent Career! |
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