Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. NIDP <ul><li>What is “NIDP”? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  2. 2. Noting Induced Decision Process
  3. 3. NIDP <ul><li>Background of this session </li></ul><ul><li>Session Outline </li></ul><ul><li>Brief Overview </li></ul><ul><li>Case Study </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  4. 4. DECISION MAKING PROCESS <ul><li>Commitment of resources. </li></ul><ul><li>The commitment principle implies that long range planning is not really planning for future decisions but, rather planning for the future impact of today’s decisions. </li></ul><ul><li>Decision making: Core of planning </li></ul><ul><li>Selection of a course of action from among the alternatives. </li></ul><ul><li>Acting logically and rationally. </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  5. 5. NOTING ON FILES <ul><li>Inadequacies </li></ul><ul><li>MDP method </li></ul><ul><li>Reference to higher HQ </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  6. 6. Decision Rules of Indian Management: <ul><li>If you can avoid it, don’t take it. </li></ul><ul><li>If you can avoid it, don’t delay it. </li></ul><ul><li>If you can get somebody else to avoid the decision, don’t avoid it yourself. </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  7. 7. Decision Rules of Indian Management: <ul><li>Pass the buck approach </li></ul><ul><ul><ul><li>Committee method </li></ul></ul></ul><ul><ul><ul><li>Make it a policy matter </li></ul></ul></ul><ul><ul><ul><li>Suggest a survey </li></ul></ul></ul><ul><ul><ul><li>Appoint a consultant </li></ul></ul></ul><ul><ul><ul><li>More details please </li></ul></ul></ul><ul><ul><ul><li>Double talk method </li></ul></ul></ul><ul><ul><ul><li>No problem method </li></ul></ul></ul><ul><ul><ul><li>That’s your problem method </li></ul></ul></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  8. 8. TOOLS FOR MAKING A SOUND PROPOSAL <ul><li>WHY </li></ul><ul><li>WHERE </li></ul><ul><li>WHO </li></ul><ul><li>WHEN </li></ul><ul><li>SINCE WHEN </li></ul><ul><li>WHOM: TO WHOM AND BY WHOM </li></ul><ul><li>HOW </li></ul><ul><li>HOW MUCH </li></ul><ul><li>PRESENT AND PAST PRACTICES </li></ul><ul><li>FINANCIAL IMPLICATIONS </li></ul><ul><li>CASH FLOW AND CASH OUTFLOW </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  9. 9. TOOLS FOR MAKING A SOUND PROPOSAL <ul><li>ASSUMPTIONS </li></ul><ul><li>ANY PAST SURVEY OR REPORT </li></ul><ul><li>IMPACT ON REVENUE </li></ul><ul><li>CUSTOMER SATISFACTION </li></ul><ul><li>COST BENEFIT ANALYSIS </li></ul><ul><li>ORDERS ON THE SUBJECT </li></ul><ul><li>EXPERIENCE OF OTHER CIRCLES </li></ul><ul><li>FINANCIAL POWERS </li></ul><ul><li>ANY PAST AUDIT PARA </li></ul><ul><li>PRIORTISATION </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  10. 10. QUESTIONS WE HAVE TO ANSWER <ul><li>Decision involves lots of questions that decision makers have to answer, and answers that have to be defended. </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  11. 11. QUESTIONS WE HAVE TO ANSWER <ul><li>Are we working for results or procedures? </li></ul><ul><li>Do we write notes on the file to protect ourselves than to achieve results? </li></ul><ul><li>Are we writing notes on the file for future that is for audit and investigating agencies rather than for the present to support development and sales? </li></ul><ul><li>Is there a need to bring change in all aspects including the fundamental attitude towards people and towards work itself? </li></ul><ul><li>Can the mindset be changed by issuing circulars? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  12. 12. QUESTIONS WE HAVE TO ANSWER <ul><li>Do we have “WE” and “THEY” approach? </li></ul><ul><li>Is there an attitude of insulation in our thereby bringing in complete ignorance of other fundamental areas of the organization? Is there a role appreciation of other departments? </li></ul><ul><li>Whether the initiative for change will come only from top? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  13. 13. QUESTIONS WE HAVE TO ANSWER <ul><li>Is there an integrated approach in our decision making? </li></ul><ul><li>Are we taking informed decisions? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul><ul><li>Team Wins </li></ul><ul><li>Coming together is a beginning, </li></ul><ul><li>Keeping together is a progress </li></ul><ul><li>Working together is a success. </li></ul><ul><li>TEAM </li></ul><ul><ul><ul><li>Together Everyone Achieve More </li></ul></ul></ul>
  14. 14. QUESTIONS WE HAVE TO ANSWER <ul><li>Are we placing all facts on file in a transparent manner? </li></ul><ul><li>Do our files speak for it-self? </li></ul><ul><li>Are we suggesting different alternatives or course of actions? </li></ul><ul><li>Are we letting the things happen or making the things happen? </li></ul><ul><li>Are we taking decisions or our subordinates taking decisions and we are only concurring? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  15. 15. QUESTIONS WE HAVE TO ANSWER <ul><li>Do our proposals to higher authorities are data driven, full of facts or only hunches or gut feelings? </li></ul><ul><li>Are our assumptions based on large sample or one odd experience? </li></ul><ul><li>Aren’t we making generalization based on a very small sample size? </li></ul><ul><li>Does each successive vertical level of decision making doing any value addition or just adding to the inventory of signatures? </li></ul><ul><li>Is there need for introducing level jumping in decision making? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  16. 16. OBSTACLES TO EFFECTIVE CHANGE <ul><li>Mindset </li></ul><ul><li>Taking up position </li></ul><ul><li>Conflicting priorities </li></ul><ul><li>Lack of trust </li></ul><ul><li>Absence of good working relationship </li></ul><ul><li>Blame game </li></ul><ul><li>Passive aggression in refusal to comply </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  17. 17. Techniques for Effective Decision-Making <ul><li>Pareto Analysis - Choosing What to Change </li></ul><ul><li>Paired Comparison Analysis - Working Out the Relative Importance of Different Options </li></ul><ul><li>Grid Analysis - Making a Choice Taking Into Account Many Factors </li></ul><ul><li>Decision Trees - Choosing by Valuing Different Options </li></ul><ul><li>PMI - Weighing the Pros and Cons of a Decision </li></ul><ul><li>Force Field Analysis - Analyzing the Pressures For and Against Change </li></ul><ul><li>Six Thinking Hats - Looking at a Decision From Different Perspectives </li></ul><ul><li>Cost/Benefit Analysis - Seeing Whether a Decision Makes Financial Sense </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  18. 18. Six Thinking Hats - Looking at a Decision from All Points of View <ul><li>  L ook at decisions from a number of important perspectives. </li></ul><ul><li>Move outside your habitual thinking style </li></ul><ul><li>A more rounded view of a situation. </li></ul><ul><li>Each 'Thinking Hat' is a different style of thinking.   </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  19. 19. SIX THINKING HATS <ul><li>White Hat: Focus on Data </li></ul><ul><li>Red Hat: U sing intuition, gut reaction, and emotion. </li></ul><ul><li>Black Hat: Look at all the bad points of the decision with caution and defensively. </li></ul><ul><li>Yellow Hat: T hink positively. It is the optimistic viewpoint </li></ul><ul><li>Green Hat: C reativity. </li></ul><ul><li>Blue Hat: P rocess control. </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  20. 20. SIX THINKING HATS <ul><li>  Key points: </li></ul><ul><li>Six Thinking Hats is a good technique for looking at the effects of a decision from a number of different points of view. It opens up the opportunity for creativity within decision-making. The technique also helps, for example, persistently pessimistic people to be positive and creative. Plans developed using the '6 Thinking Hats' technique will be sounder and more resilient than would otherwise be the case. It may also help you to spot good reasons not to follow a course of action before you have committed to it. </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  21. 21. ACTION PLAN <ul><li>Check list for cases </li></ul><ul><li>Integrated approach </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  22. 22. CASE STUDY <ul><li>SETTING UP OF A BTS FOR CDMA WLL AT RAILWAY STATION AT NEW DELHI </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  23. 23. CASE STUDY: QUESTIONS <ul><li>How the file should have been initiated? </li></ul><ul><li>What is the role and responsibilities of the planning department? </li></ul><ul><li>Was the action of planning department was right? </li></ul><ul><li>Was the action of the Accounts Department right? </li></ul><ul><li>What are the responsibilities of the “Managers”? </li></ul><ul><li>What you would have done as DGM, GM and CGM? </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  24. 24. CASE STUDY: QUESTIONS <ul><li>Is the problem relating to </li></ul><ul><ul><li>System </li></ul></ul><ul><ul><li>Attitude or Mindset </li></ul></ul><ul><ul><li>Role appreciation </li></ul></ul><ul><ul><li>Insulated Approach to the problem </li></ul></ul><ul><ul><li>Departmental politics </li></ul></ul><ul><ul><li>EGO / Personality clash </li></ul></ul><ul><ul><li>Absence of good working relationship </li></ul></ul><ul><ul><li>Conflicting priorities </li></ul></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  25. 25. CASE STUDY: QUESTIONS <ul><li>Three attributes of basic management are: </li></ul><ul><ul><li>Accountability </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><ul><li>Systems </li></ul></ul><ul><li>Can we comment on these aspects with reference to this case study? Is there any accountability in the system? Whether there is accountability for results or accountability for procedures? </li></ul><ul><li>Any other point for discussion </li></ul><ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  26. 26. Just for laughs…..cartoons <ul><li>How to recover outstanding TR </li></ul><ul><li>Other Misc. topics </li></ul>
  27. 27. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  28. 28. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  29. 29. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  30. 30. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  31. 31. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  32. 32. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  33. 33. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  34. 34. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  35. 35. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  36. 36. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  37. 37. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  38. 38. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  39. 39. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>
  40. 40. <ul><li>SUNIL K KOHLI, IDAS ndc </li></ul><ul><li></li></ul>