Decision Making Styles

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Handout from Influencing Skills Workshop - Hillary Robertson

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Decision Making Styles

  1. 1. Double Loop Development Decision-making styles Followers (36%)  Risk-averse  Worried about making the wrong choice  Make decisions on the basis of how they made similar decisions in the past or on how others they trust have made decisions.  Generally cautious  More aware of cost-effectiveness than some others.  Focus on proven methods.  Unlikely to decide in favour of something entirely untried but like idea of innovation.  May repeatedly challenge your position  Only agree to something if seen it elsewhere first. How to influence  Demonstrate where others have succeeded with similar decisions.  Provide the evidence.  Avoid selling yourself unless you have a proven track record  Look for previous decision the person has taken (or people they trust) which support what you want and refer to those.  Focus on cases studies,  Use references & testimonials  Present more evidence in support of your favoured option than alternatives Responds best to:  Reason  Coalition Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT e-mail: hilary.robertson@doubleloopdevelopment.co.uk Tel: 0131 208 2701
  2. 2. Double Loop Development Charismatics (25%)  Like new ideas  Enthusiastic & captivating  Talkative  Dominant  Short attention span  Methodical decision-makers  Can process large amounts of information quickly  Influenced by visual interpretations  Can get really enthusiastic about a new idea  Will not make a decision unless facts support  Make decisions on the basis of balanced information  Take responsibility for decisions How to influence  Focus on results  Demonstrate evidence  Impress with your intelligence  Keep arguments simple and straightforward  Use visual aids  Be up-front about possible problems/risks Responds best to:  Reason – but be sure to start with most critical info  Coalition or higher authority – influenced by other senior people/people they respect Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT e-mail: hilary.robertson@doubleloopdevelopment.co.uk Tel: 0131 208 2701
  3. 3. Double Loop Development Sceptics (19%)  Very strong personality  Suspicious of new data  Especially suspicious of anything that challenges their view  Trust people like themselves  Can seem aggressive and combative  Usually take charge  Can be rebellious  Demanding of both time & energy  Regularly disagree with espoused views or the status quo  Quite self-absorbed and act primarily on feelings  Almost always tell you what they think How to influence  Credibility is vital.  If you don’t have enough find some  Enlist support of someone sceptic trusts Responds best to:  Friendliness – building up a relationship so that they trust your judgement  Coalition or higher authority – gaining an endorsement or enlisting help/support from someone the sceptic trusts Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT e-mail: hilary.robertson@doubleloopdevelopment.co.uk Tel: 0131 208 2701
  4. 4. Double Loop Development Thinkers (11%)  Can be the hardest group to influence.  Strongly risk-averse  Slow to reach a decision  Set considerable store by arguments backed up by firm data  Like quantitative & comparative data  Usually academic, intelligent, cerebral  Logical  Guard emotions  Voracious readers  Choose words carefully  Always try to anticipate change  Play to win How to influence  Have as much information ready as possible eg  Cost-benefits  Surveys  Option appraisals  Explain position from all perspectives  Address counter arguments  Explain carefully how you arrive at your conclusions  Be open about any concerns/risks  Appeal to thinker’s intelligence Responds best to  Reason Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT e-mail: hilary.robertson@doubleloopdevelopment.co.uk Tel: 0131 208 2701
  5. 5. Double Loop Development Controllers (9%)  Usually strong personalities  Sometimes overbearing  Seen as logical, unemotional  Dislike ambiguity and uncertainty  Driven by own fears and insecurities  Only see things from own perspective  Given to snap judgements  May discuss decision with others but rarely listens  Focused on facts and analyse arguments carefully  Pay attention to the fine detail as a way of covering up their fears  Open to fact or evidence-based reasoning.  Controlling is more important that innovating  Try to avoid being held accountable How to influence  Argument must be structured & linear  Credibility is vital  An expert should present info  Avoid pushing your point of view too hard  Provide all the information required and let the controller come to their own decision  Be prepared to wait Responds to  Reason  Friendliness Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT e-mail: hilary.robertson@doubleloopdevelopment.co.uk Tel: 0131 208 2701

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