Economical Basics
Páginas: 4 (783 palabras)
Publicado: 5 de marzo de 2013
INDEX
INTRODUCTION
COMPONENTS OF DECISION MAKING
Decision Point 1: Frame the problem. What are you deciding and why? What shouldn’t you be deciding and why? What’s not in the box is asimportant as what is. Without a good definition of the problem or opportunity to be worked, there is no possibility that you'll reliably reach a high quality decision.
Frames are mental structures wecreate to simplify and organize our lives. They help us reduce complexity. That’s the good news and the root of another set of problems. Says J. Edward Russo in his book, Winning Decisions, “Frames haveenormous power. The way people frame a problem greatly influences the solution they will ultimately choose. And the frames that people or organizations routinely use for their problems control how theywill react to almost everything they encounter.”
Decision Point 2: The Right People. If you're a single actor, or hold all the prerogatives of a dictator, this one is easy. It's just you. Inother cases, you'll want to put some thought into declaring who needs to be involved in what steps of this decision. Too few, or miss some, and you risk the problems of rework, low adoption rate and poorbuy in. Too many—too much inclusion—and you invite the possibility of an unnecessarily painful or drawn out decision process.
Decision Point 3: The Right Process. Will you flip a coin? Throwdarts? Check with your boss? Make decision tables? Use a decision tree or a bubble chart? Build a business case? It would depend on the decision situation. Making a high quality decision doesn’t have to betime consuming. In some cases, the best process might just be a coin toss or relying on some rules of thumb. In other cases, the only way to work a decision is to really work it, and that will taketime.
The only rule is that the mechanics of how you’ll work the decision to conclusion need to be appropriate to the size, significance, and complexity of the decision. How long is too long? When...
INTRODUCTION
COMPONENTS OF DECISION MAKING
Decision Point 1: Frame the problem. What are you deciding and why? What shouldn’t you be deciding and why? What’s not in the box is asimportant as what is. Without a good definition of the problem or opportunity to be worked, there is no possibility that you'll reliably reach a high quality decision.
Frames are mental structures wecreate to simplify and organize our lives. They help us reduce complexity. That’s the good news and the root of another set of problems. Says J. Edward Russo in his book, Winning Decisions, “Frames haveenormous power. The way people frame a problem greatly influences the solution they will ultimately choose. And the frames that people or organizations routinely use for their problems control how theywill react to almost everything they encounter.”
Decision Point 2: The Right People. If you're a single actor, or hold all the prerogatives of a dictator, this one is easy. It's just you. Inother cases, you'll want to put some thought into declaring who needs to be involved in what steps of this decision. Too few, or miss some, and you risk the problems of rework, low adoption rate and poorbuy in. Too many—too much inclusion—and you invite the possibility of an unnecessarily painful or drawn out decision process.
Decision Point 3: The Right Process. Will you flip a coin? Throwdarts? Check with your boss? Make decision tables? Use a decision tree or a bubble chart? Build a business case? It would depend on the decision situation. Making a high quality decision doesn’t have to betime consuming. In some cases, the best process might just be a coin toss or relying on some rules of thumb. In other cases, the only way to work a decision is to really work it, and that will taketime.
The only rule is that the mechanics of how you’ll work the decision to conclusion need to be appropriate to the size, significance, and complexity of the decision. How long is too long? When...
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