Decision Taking & Making Personal Developement January 2010 27122009


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Decision Taking & Making Personal Developement January 2010 27122009

  1. 1. Decision Making & Taking A process built around an hypothesis <br />Personal Developement Class<br />Alexandra TORRENT Arnaud GILAIZEAU Arthur LESCAULT Bruno MARTIN-CHAVE Christelle CHAIRON Christophe MARTY Claire CHAMPENOIS Di LEI Dichen LIU Nil JANUEL Domitille DAMBRICOURT Oana DRAGAN Olivia CHILMA Robin GUETTA <br />Victor VATUS Yue YU Yi ZHANG Xinyu LIU<br />Bachelors 3 – Advancia Business School<br />January 2010<br /><ul><li> Copyright FEPozzolini</li></li></ul><li>Wemay all belong to one or more of the following groups of deciders(a no decisionisa decision)<br />No-nobodies<br />Nay-sayers<br />Pissers<br />Talkers<br />Big mouths<br />Day dreamers<br />Space cadets<br />Deciders<br />Go-getters<br />Doers<br />Risk takers<br />Fools<br />
  2. 2. Each group belongs and may correspond to an age of man.The progession/regressionistied to effort, luck, chanche, growth in decision management as well as the impact of success and defeats.It mayalsobereversible and circular.I.e.: a RiskTakercanregress and step back to being a Pisser or a Nay-sayer.Never expectfrom man anythingotherthan SURPRISESThe real leader is the stirling manager of surprises !<br />
  3. 3. BEHAVIOUR APPLICABLE TO IDENTIFIABLE WITH<br />No-nobodiesToddler All ages<br />Nay-sayers Baby & Child 2 to 100 ys.o.<br />Pissers Kid 10 to 100 ys.o.<br />Talkers Adolescent All ages<br />BigmouthsYouth All ages<br />Day dreamers Young adult All ages<br />Space cadets Adult All ages + 18 <br />DecidersToddler to Senior 10 to …. ys.o.<br />Go-getters Young Adult 20 to 30 ys.o.<br />DoersAdult 10 to 90 ys.o.<br />RisktakersMature Adult 20 to 90 ys.o.<br />Fools All adultsAnyageis good, <br /> no membershipfee<br />required in order<br /> to join the club<br />
  4. 4. The process according to the O.O.D.A.<br />process<br />
  5. 5.
  6. 6. SET<br />OBSERVE<br /> & <br /> ORIENT<br /> DECIDE<br /> ACT <br />
  7. 7. SET<br />Define the issue<br />
  8. 8. OBSERVATION<br />&<br />ORIENTATION<br /> Look & then, sequentially :<br /><ul><li>employ your know-how & knowledge (i.e.: skill)
  9. 9. to scout, identify, scrutinize, sourcinginformation (HUMINT /OSINT) from OTHERS(your waypoints and checkpoints),
  10. 10. in order to analyze and synthesize the correct data and infos,
  11. 11. taking into consideration space, time, environment,
  12. 12. and their application & use, depending on conditions and conditioning factors</li></ul> Always factoring inYOU and your makeup<br />(The pivotal point around which everything rotates)<br />
  13. 13. DECISION<br />Intuition of the opportunity<br />Method of assessment, evaluation and judgment (OUT or IN the BOX ) <br />Assessment (Making a list of pros and cons) <br />Evaluation (Think of the path) Give it a priority and value<br />Judgment<br />Go/No Go<br />
  14. 14. ACTION <br />Go or No Go<br />Verification Testing<br />Benchmarking<br />Testing<br />Feedback<br />Modifying, re-tooling , reconfiguring Corrective Action<br />Re-testing<br />Feedback<br />Verification Testing/Checking<br />OK/NOK<br />Validation<br />Release <br />To-market THE Acid Test<br />
  15. 15. However not necessarily you have to follow all steps in the OODA process, you can make your decision quick & dirty(vite et grossièrement)<br /> Analysis and/or implementation aimed at quickly getting to the essential .<br />In other words, you can use the Quick & Dirty approch when you want to make a 20/80 decision putting aside for the moment the 80/20 part.<br /> You aren’t looking at the quality of the outpout but at the feasibility of the solution.<br />
  17. 17. ACTION II (step in violet you can skip) <br />Go or No Go<br />Verification Testing<br />Benchmarking<br />Testing<br />Feedback<br />Modifying, re-tooling , reconfiguring Corrective Action<br />Re-testing<br />Feedback<br />Verification Testing/Checking<br />OK/NOK<br />Validation<br />Release <br />To-market THE Acid Test<br />
  18. 18. Steps in building a solution as an output to an issue <br />Look at the issue<br />Play in your mind the ergonomics of output<br />Think solution<br />Build process<br />Validate your output<br />Look for a solution and don’t get entangled in process building.<br />Process will be inherent in your solution as you built your<br />decision following an O.O.D.A. process.<br />
  19. 19. What you will bring into the equation of buiding a solution through a decision ? You. The future manager.<br />Pros (Advantages/Pluses/Strong Points)<br /><ul><li>Creativity & Fantasy (OUT-OF-THE BOX thinking process)
  20. 20. Tenacity
  21. 21. Your stamina
  22. 22. Confidence in yourself
  23. 23. Your youth</li></ul>Cons (Obstacles/Minuses/Weak Spots)<br />Anxiety & Fear<br />Self assurance & narcissism<br />Your lack of Know-how & Preparation<br />Sense that you will fail because the issue is bigger than yourself<br />
  24. 24. Anxiety & Fearyou will be scared and at the same time gloriously sure that you will be a winnerDon&apos;t worry ! This is the typical first time reaction in making a decision.One recepy to placate your anxieties :be yourself<br /><ul><li>Breathe deeply, zen yourself, take in a lot of oxygen for your main “muscle”, your brains
  25. 25. be effective, stick to your guns, make your point
  26. 26. be ready to make & take the decision, right or wrong
  27. 27. be ready to fight for it , “tooth and nails”</li></ul>remember, those who dare, win<br />
  28. 28. Self assurance & narcissism<br />You may be gloriously sure that you will be a winner and that<br />you are the best, the exclusive, the one an only and that<br />no one, absolutely nobody is as good as you are at finding The<br />Solution.<br />You know you are the best in class. The one an only. You<br />intimately know that your decision will lead to the right and<br />best answer and to the solution to the issue .<br />You know what I tell you? You are right. Damn right. You<br />must feel that you are the best and that your decision is the<br />right decision<br />You must nurture, tame and canalize your sense of invincibility<br />and self assurance. Work on it by :<br /><ul><li>slimming down your ego . Never falling in love with your ideas
  29. 29. swallowing your pride. Always be able to say : “I got it wrong” keeping in mind that somewhere, somehow, someone may be</li></ul> doing a better job than you.<br />
  30. 30. How do you manage a decision making process ?<br />What is process ?<br />It is all and nothing .<br />But what matters for you is the all part<br />All<br /> means that before you get down into a decision making phase, you know your facts, you have trained, you have rehearsed every single part of the act, you are ready to take it on the chin, you may be perplexed but will surmount your doubts, you are ready to stand up to an argument, you will be funny, you will be dead serious, you will ignore the ignorable and the ignorant, you are prepared to take upon yourself the responsability of making a decision, the best under the circumstances <br /> you will, you shall, you can<br /> Be yourself at your best<br />
  31. 31. Keep in mind how a decision making process works, the multifacet variances that may surface & the psycological aleas that may interfere<br />.<br />ad posteriora (after the fact), somehow, somewhere, someone would, under the same circumstances you were in, have taken a better decision than you did.<br /> It happens. So what ?<br /> Are you going to throw in the towel beforehand ? No, keep on going and decide <br />keep out of the equation the “ifs”, “buts” and “muts”. Get away from that ever strangling , interfering, nuisance, pessimistic mind clogging “if”....<br /> No “mumbo-jumbo”<br />do not compete with “him/her”, the phantom mistery adversary (he/she do not exist, they are a figment of your imagination)<br />beat “him/her”, the phantom mistery adversary. That’s all!<br />be smarter, be better, be decisive, bring to the table your mind, be bright, inventive, innovative and – above all - cool under fire<br /> be <br />yourself<br />be<br />prepared<br />
  32. 32. So let’s get back to the main issueHow do you take a decision by following your process?<br /> One simple, straightforward recepy, do as I did for this workshop<br />PREPARE YOURSELF<br />Never, ever, be caught with your pants down. Never, ever. Claro? <br /> Claro que si , hombre !<br />
  33. 33. Preparing yourselfWorking on your decision building process<br />You must :<br />Never get distracted in the OBSERVE phase<br />Define the issue<br />Focus on the issue not the surroundings<br />If you lack skills copy, buy, acquire them in the ORIENTATION phase<br />Ask, ask, ask, never expect the others to give you the information<br />Always inspect and verify the quality of the info<br />Scroll down your decision with a good Sparring Partner in the DECIDE phase sustaining your arguments, points, issues <br />Answer tough questions from your Sparring Partner never taking it personally<br />Train, train, train to be questioned, criticised, attacked on your decision and solution<br />Never, ever, take NO for an answer!!!!!<br />
  34. 34. What you must bring to a decision<br />Again I repeat my self, again I stress, again I point out<br />Creativity and Fantasy <br />Know-how<br />Tenacity<br />Preparation <br />Your stamina/character/carisma, any and all if you have them !<br />Complete confidence and sense of being in control of your mental process<br />as you must be good, very good, when you you decide & <br />tops when selling it and defending it.<br />
  35. 35. Keep your feet on mother earth in making and taking a decisionHowever, be always ready and capable<br /><ul><li>of bringing down to Earth up to 20 percent of the Moon (the bright unconventional ideas and solutions)
  36. 36. of usingan “X” percent of Mars if the tough gets tougher (Si vis pacem para bellum)</li></li></ul><li>Understanding and comprehensionA small trick I have at times used and that you should know before you divulge and disseminate your decision<br />before you release it to the “general public” 60 percent of the total subject of the decision can be “leaked” to others, therefore getting them to address and understand it in order for you to get appreciation, criticism and feedback as well any minor point out of your way. <br /> The aim is of building consensus on the minor and move on to sell the mayor part, the difficult one, of your decision and solution<br />You can then focus your decision process on refining and reworking the remaining 40 percent of the solution<br />If you are so clever to get a 80 percent consensus on the remaining 40 percent (ie.: understood, shared and agreed upon) by all deciders , then all receipients have understood (and can implement it) over 80 percent of your decision and solution <br /> Bingo!!!!!!!!!!!!!!!!!! you got it! The decision is SOLD, lock, stock and barrel You built a successful SOLUTION<br />
  37. 37. How do you set up a communication strategy in order to attain the +80 percent target of consenus on your decision ?<br /> By working with means, tools, etc available to you or your company or both such as :<br /><ul><li>Lotus Notes,
  38. 38. Access,
  39. 39. Excel Work-sheets and Word Papers
  40. 40. E-mails,
  41. 41. Voice Mails,
  42. 42. Voice Conferences,
  43. 43. Video Conferences,
  44. 44. Instant Messaging Conferences
  45. 45. Web Presentation & Application Sharing Conferences
  46. 46. Presence information [Status, Media availability, (IM & Data, Audio, Video)]</li></ul>Possibly in a combined Collaboration System<br /> Get the easy part out of the way and prepare a check list of what still repains to be agreed upon in order to create consensus building around your decision.<br />NEVER EXPECT , ALWAYS INSPECT & VERIFY<br />
  47. 47. Now go and get them !<br /> Bring them a solution through a decision that<br /> they can only envy, want to copy, imitate,<br /> challange, etc…<br />But never <br />IGNORE<br />