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The right decisions
made at the right time
and by the right people
© Ian Berry 1990-2010
is a key to
optimum performance
© Ian Berry 1990-2010
At least half of the
decisions made by
business people are
not the best decisions
that could be made!
© Ian Berry 1990-2010
From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organisations
3 key reasons
...
1) 1/3 driven by ego
From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organis...
2) nearly 2/3 of executives
never explore alternatives
once they make up their mind
From 2 decades of research by Dr Paul ...
3) 80% of managers push
their decisions through by
persuasion or edict and not by
the value of their idea
From 2 decades o...
Another big
problem that I see
Lack of
Transparency
© Ian Berry 2009 All rights reserved
For BIG decisions
Don’t make a decision until
all the angles have been thoroughly
vie...
© Ian Berry 2009 All rights reserved
Have a process!
NB NEDS = Needs, Expectations and Desires
Having a process
means
© Ian Berry 1990-2010
Transparency of decision
making which means
© Ian Berry 1990-2010
Greater
acceptance and
higher support
for decisions
© Ian Berry 1990-2010
Having a process
also means
© Ian Berry 1990-2010
A greater
likelihood of buy-in
by those affected
by the decision
© Ian Berry 1990-2010
High probability
of making the
right decision
© Ian Berry 1990-2010
Less poor decisions!
© Ian Berry 1990-2010
and less decisions
You need to make
in the first place!
© Ian Berry 1990-2010
© Ian Berry 2009 All rights reserved
For EVERYDAY decisions
Genuinely empower people
at all key transaction and
interactio...
Re-read Jan
Carlzon’s book
© Ian Berry 1990-2010
If you don’t believe
little things
make a big difference
then you have never been
to bed with a mosquito!
Anita Roddick, F...
© Ian Berry 2009 All rights reserved
This means
having structures and
systems that fully support
people in bringing their
...
© Ian Berry 2009 All rights reserved
Want
help?
Maverick Thinking - Changing What’s
Normal - Better Business Results since 1991
© Ian Berry All rights reserved worldwide
...
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Ian Berry - the right decisions, at the right time, by the right people

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At least 50% of the decisions made by business leaders are made for the wrong reasons, often by the wrong people. The negative impact on results of course is massive. This can all be changed for the better.

Published in: Business, Technology
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  • Impression management Liz Nice take Thanks for your comments
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  • Ian, I like what you say about 'transparency in the (big) decision making process' and its powerful effects. This transparency also supports the prime values of leadership which include Truthfulness, Responsibility, Accountability, Loyalty and Self Awareness. It also implies Vision and Impression Management: where leaders do what is right rather than working so hard at 'impressing others'.

    Impression management is like a 'cloud' around a leaders' head that fogs his ability to see things as they are (and therefore make clear, sound decision) and stifles their self awareness. It's a dangerous, self-defeating game that is seen as acceptable and even promoted in leadership circles.
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Transcript of "Ian Berry - the right decisions, at the right time, by the right people"

  1. 1. The right decisions made at the right time and by the right people © Ian Berry 1990-2010
  2. 2. is a key to optimum performance © Ian Berry 1990-2010
  3. 3. At least half of the decisions made by business people are not the best decisions that could be made! © Ian Berry 1990-2010
  4. 4. From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organisations 3 key reasons why 50% of decisions fail
  5. 5. 1) 1/3 driven by ego From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organisations
  6. 6. 2) nearly 2/3 of executives never explore alternatives once they make up their mind From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organisations
  7. 7. 3) 80% of managers push their decisions through by persuasion or edict and not by the value of their idea From 2 decades of research by Dr Paul Nutt of Ohio State University and involving hundreds of organisations
  8. 8. Another big problem that I see Lack of Transparency
  9. 9. © Ian Berry 2009 All rights reserved For BIG decisions Don’t make a decision until all the angles have been thoroughly viewed and debated
  10. 10. © Ian Berry 2009 All rights reserved Have a process! NB NEDS = Needs, Expectations and Desires
  11. 11. Having a process means © Ian Berry 1990-2010
  12. 12. Transparency of decision making which means © Ian Berry 1990-2010
  13. 13. Greater acceptance and higher support for decisions © Ian Berry 1990-2010
  14. 14. Having a process also means © Ian Berry 1990-2010
  15. 15. A greater likelihood of buy-in by those affected by the decision © Ian Berry 1990-2010
  16. 16. High probability of making the right decision © Ian Berry 1990-2010
  17. 17. Less poor decisions! © Ian Berry 1990-2010
  18. 18. and less decisions You need to make in the first place! © Ian Berry 1990-2010
  19. 19. © Ian Berry 2009 All rights reserved For EVERYDAY decisions Genuinely empower people at all key transaction and interaction points along your supply chain
  20. 20. Re-read Jan Carlzon’s book © Ian Berry 1990-2010
  21. 21. If you don’t believe little things make a big difference then you have never been to bed with a mosquito! Anita Roddick, Founder, The Body Shop © Ian Berry 1990-2010
  22. 22. © Ian Berry 2009 All rights reserved This means having structures and systems that fully support people in bringing their best to their work on a consistent basis is essential
  23. 23. © Ian Berry 2009 All rights reserved Want help?
  24. 24. Maverick Thinking - Changing What’s Normal - Better Business Results since 1991 © Ian Berry All rights reserved worldwide www.enhancingtheirgifts.org Click on Joining Options
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