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Reactive Decision Making

Making good decisions under pressure by Kellie Fowler

People tend to make decisions reactively when confronted with emergency situations or when a disaster unfolds. In these circumstances, the best decisions tend to be those that have been thought-through and rehearsed ahead of time, a good example being use of a pre-prepared evacuation plan when the office catches on fire.

The normal decision-making process generally involves:

1. Defining the problem,
2. Collecting necessary information,
3. Developing options,
4. Devising a plan,
5. Executing and
6. Following-up.

However reactive decision-making is. reactive. Because of this, there is not usually time to execute this full decision-making process, meaning that it's all-too-easy to make a bad decision when under pressure.

What this means is that actions to be taken in an emergency should be carefully planned for beforehand so that you can act appropriately when an event occurs. This may include, for example, devising contingency plans for what to do when a supplier ships poor quality goods when you are on a very tight deadline, or planning how to get essential systems back online if your office premises are burgled and computers are stolen.

Planning for Exceptional Reactive Decision Making

When doing this, the first step is to look at the risks you face and determine if they have a high or low probability of occurring.

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New Articles (Not included in the Mind Tools E-book.)
* Shows articles available in full only to Career Excellence Club members

Analytic Hierarchy Process (AHP) - Choosing by weighing up many subjective factors
Spiral Dynamics - Understanding how people's values affect decision making*
Critical Thinking - Developing the skills for successful thinking*
The Ladder of Inference - Avoiding "jumping to conclusions"*
Blindspot Analysis - Avoiding common "fatal flaws" in decision making*
Multi-Voting - Choosing fairly between many options*
Monte Carlo Analysis - Bringing uncertainty and risk into forecasting*
The Kepner-Tregoe Matrix - Making unbiased, risk assessed decisions*
Impact Analysis - Identifying the "unexpected" consequences of a decision*
Avoiding Groupthink - Avoiding fatal flaws in group decision making*
The Delphi Technique - Achieving well thought through consensus among experts*
Nominal Group Technique - Prioritizing issues and projects to achieve consensus*
Stepladder Technique - Making better group decisions
Decision Making - Are you "cautious" or "courageous"? *
The Vroom-Yetton-Jago Decision Model - Deciding how to decide*

A full list of Mind Tools articles is available here.

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