Essences Of Decision Making

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

3 comments

Comments 1 - 3 of 3 previous next Post a comment

  • + zeuch Andreas Zeuch 9 months ago
    Hey guesta51b46: You put the hammer on the nail! That’s what I mean with a 'constructive culture of 'Nichtwissen'...
  • + guesta51b46 guesta51b46 9 months ago
    The more we know, the more (we realize) we don’t know ... but don’t tell your boss that. (Wait until he/she tells YOU :)
  • + guestdb8ed guestdb8ed 9 months ago
    ESPLICACION
Post a comment
Embed Video
Edit your comment Cancel

6 Favorites

Essences Of Decision Making - Presentation Transcript

  1. The Essences of Decision-Making Intuition, „Nichtwissen“ and Decision-Making DR. ANDREAS ZEUCH cell +49.(0)160.79 38 807 | email: az@a-zeuch.de | web: www.a-zeuch.de | integral.blog: www.psychophysik.com/integral-blog | podcast: www.dasabenteuerleben.de
  2. The Essences of Decision-Making ‣ You can not not decide: Every single perception, thinking and acting is a decision. ‣ To look in one direction means to exclude other visual data. ‣ To think one thought means to exclude another one. ‣ To act in one way means to exclude another action. ‣ You can dissolve this exclusion only in time: One by one. © ANDREAS ZEUCH 2009
  3. The Nature of Decisions ‣ Every decision is made by rationality and intuition. ‣ There is no pure rationality nor intuition. You can imagine these opposite poles as a throttle: It‘s possible to scroll your style of decision-making in either one or the other direction. But you will never reach the final points. Intuition Rationality © ANDREAS ZEUCH 2009
  4. Incomplete Information: Basics ‣ Most decisions have to be made on the basis of incomplete information. ‣ Especially in complex systems there is no such thing like complete information. ‣ Paradoxically, the lack of information regarding to the relevant data you would like to obtain will grow in knowledge-society. © ANDREAS ZEUCH 2009
  5. Incomplete Information: Less is more ‣ The quality of decision-making is unproportional to the amount of gathered information ‣ The ratio of amount of gathered information and quality of decision-making is a bell-shaped curve: Up to a certain point it will increase then decrease. + Quality of Decision - + Amount of Informationen © ANDREAS ZEUCH 2009
  6. Consequences I: Professional Intuition ‣ Therefore and because of the following aspects it‘s no luxury but necessity to develop the professional intuition of your employees. ‣ Intuition is a basic function of every human being. It‘s rooted in implicit knowledge, subliminal perception and information processing and mirror neurons. ‣ But: Intuition is ressource and risk! ‣ Experience and perception can lead to errors (e.g. Anchor-Heuristic) ‣ Judgements can be distorted by the „Halo- and Devil-Effect“: Deducing an overall assessment from one single attribute. ‣ For this reasons it‘s important to learn to distinct between functional and dysfunctional intuition © ANDREAS ZEUCH 2009
  7. The Meaning of the Term „Nichtwissen“ Nichtwissen is the German term for \"absence of knowledge\", including conscious and unconscious aspects of not-knowing. In contrary to ignorance it does not automatically feature not wanting to know, which could be seen as a special subtype of \"Nichtwissen\". Errors and misconceptions are other contributing subtypes of \"Nichtwissen\". © ANDREAS ZEUCH 2009
  8. Consequences II: Constructive Culture of Nichtwissen ‣ It‘s important to develop a constructive culture of „Nichtwissen“ ‣ Because of the growing daily lack of information. ‣ Because every knowledge produces new Nichtwissen. Remember your time at the university: After having written your thesis you know, what you‘re not knowing (Important distinction: conscious and unconscious Nichtwissen!) © ANDREAS ZEUCH 2009
  9. Consequences II: Constructive Culture of Nichtwissen ‣ Nichtwissen is not a problem only. It‘s a deep ressource for creativity and innovation, too. ‣ Become „Open Experts“: Work hard on your expertise and respect it but stay flexible to look with beginner‘s eyes on your questions, problems and challenges. ‣ Respect the question. Every good answer is rooted in a better question! ‣ Anchor intelligent methods of communication like Dialogue-Rounds, Open Space as regular and permanent learning cycles in your organization. ‣ Learn from your errors. There is no error-free organization (even if Fredmund Malik demands it...). Errors will happen. They‘re not intended. Otherwise it would be sabotage. © ANDREAS ZEUCH 2009
  10. Consequences III: The organizational model ‣ Every hierarchical, central command-and-control Organization will kill the intuition of its employees. There is no space for a constructive culture of Nichtwissen. ‣ To create an ideal context for the described necessary decision-making culture the Beyond-Budgeting model is a great choice. ‣ And on the other side: Beyond-Budgeting claims intuitive employees and leaders, and a constructive culture of Nichtwissen. © ANDREAS ZEUCH 2009
  11. Learn more: http://www.a-zeuch.de/index.php?l=en © ANDREAS ZEUCH 2009

+ Andreas ZeuchAndreas Zeuch, 9 months ago

custom

2117 views, 6 favs, 2 embeds more stats

A short and compact white paper on the essences of more

More info about this document

© All Rights Reserved

Go to text version

  • Total Views 2117
    • 2026 on SlideShare
    • 91 from embeds
  • Comments 3
  • Favorites 6
  • Downloads 317
Most viewed embeds
  • 90 views on http://www.a-zeuch.de
  • 1 views on http://static.slideshare.net

more

All embeds
  • 90 views on http://www.a-zeuch.de
  • 1 views on http://static.slideshare.net

less

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

Cancel
File a copyright complaint
Having problems? Go to our helpdesk?

Categories