Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now.
These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake.
Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Samuli Pahkala
Matthew May, author of "Elegant Solutions: Breakthrough Thinking the Toyota Way" and a popular ChangeThis manifesto on the subject, now brings our attention to the ‘Seven Sins of Solutions’, the traditional ways of thinking that prevent us from divining the most accurate—and elegant—of solutions to any problem solving situation. Using accessible examples, you’ll find yourself saying “Yes! That happens to me!” as you read. Lucky for us, May also provides methods to avoid those deadly sins and train our brains to think differently, allowing our inner innovator to flourish.
Outlines a process that anyone can use to solve problems. And if there is a specific outcome, there is a process that shows users how to work backwards to solve problems. There are four types of problem solvers, which type are you?
What's the problem you want to solve and why? Europe 2015Adam Berk
Leanstartup (TM Eric Ries) workshops in Europe at Numa, Rockstart and Etohum challenging early stage founders to talk to 3-25 customers/users (the person for whom they are directly solving a problem). No solutions, no friends, no "would you", no excuses, no waste!
One of the cruelest aspects of our culture is the way failure is socially punished. A society that teaches you not to fail and never taking advantage of bad situations for turning them into successes, is a pessimistic and frustrated society. Steve Jobs, in his popular speech at Stanford University before thousands of graduate students, talked about how his losses became great opportunities for improvement; especially because it is in these situations where we realize who we really are, how strong we are and what we truly love (something that we really need to find.)
Why people don't think rationally, Five types of Psychological BiasesBabu Appat
Decision making is an art. Dexterous decision making requires polished skills. Psychological Bias are the common problem makers, which prevents effective decision making. Let us examine what are the common psychological biases and how to overcome these problem makers. Better decisions are required for business success and better life.
Presentation on Decision Making & Critical Thinking with the inclusion of concepts like : 6 thinking hats & 5 whys approach. Be the master of your actions with powerful decision making skills. Its decision making skills which differentiate between an employee and leader. Be a leader, lead your team, lead your life.
Get your umbrellas out its time to brainstorm! One of the most essential aspects of any marketing team is the ability to brainstorm effectively and collectively. Proterra Advertising is here to share with you some tips and tricks to bring out the best and brightest ideas so your team can shine!
For more information or to get our team brainstorming for you, email Heather Harrington: Heatherh@proterraadvertising.com
The Effect of Peer Pressure on Decision MakingBilhami
We are professionals in academic writing for all fields and levels of study. We have a team of professionals with relevant knowledge and experience suitable for writing top-notch assignments. With us, you also enjoy 24/7 customer support, delivery within deadlines and affordable rates. Do not hesitate to contact us.
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Samuli Pahkala
Matthew May, author of "Elegant Solutions: Breakthrough Thinking the Toyota Way" and a popular ChangeThis manifesto on the subject, now brings our attention to the ‘Seven Sins of Solutions’, the traditional ways of thinking that prevent us from divining the most accurate—and elegant—of solutions to any problem solving situation. Using accessible examples, you’ll find yourself saying “Yes! That happens to me!” as you read. Lucky for us, May also provides methods to avoid those deadly sins and train our brains to think differently, allowing our inner innovator to flourish.
Outlines a process that anyone can use to solve problems. And if there is a specific outcome, there is a process that shows users how to work backwards to solve problems. There are four types of problem solvers, which type are you?
What's the problem you want to solve and why? Europe 2015Adam Berk
Leanstartup (TM Eric Ries) workshops in Europe at Numa, Rockstart and Etohum challenging early stage founders to talk to 3-25 customers/users (the person for whom they are directly solving a problem). No solutions, no friends, no "would you", no excuses, no waste!
One of the cruelest aspects of our culture is the way failure is socially punished. A society that teaches you not to fail and never taking advantage of bad situations for turning them into successes, is a pessimistic and frustrated society. Steve Jobs, in his popular speech at Stanford University before thousands of graduate students, talked about how his losses became great opportunities for improvement; especially because it is in these situations where we realize who we really are, how strong we are and what we truly love (something that we really need to find.)
Why people don't think rationally, Five types of Psychological BiasesBabu Appat
Decision making is an art. Dexterous decision making requires polished skills. Psychological Bias are the common problem makers, which prevents effective decision making. Let us examine what are the common psychological biases and how to overcome these problem makers. Better decisions are required for business success and better life.
Presentation on Decision Making & Critical Thinking with the inclusion of concepts like : 6 thinking hats & 5 whys approach. Be the master of your actions with powerful decision making skills. Its decision making skills which differentiate between an employee and leader. Be a leader, lead your team, lead your life.
Get your umbrellas out its time to brainstorm! One of the most essential aspects of any marketing team is the ability to brainstorm effectively and collectively. Proterra Advertising is here to share with you some tips and tricks to bring out the best and brightest ideas so your team can shine!
For more information or to get our team brainstorming for you, email Heather Harrington: Heatherh@proterraadvertising.com
The Effect of Peer Pressure on Decision MakingBilhami
We are professionals in academic writing for all fields and levels of study. We have a team of professionals with relevant knowledge and experience suitable for writing top-notch assignments. With us, you also enjoy 24/7 customer support, delivery within deadlines and affordable rates. Do not hesitate to contact us.
This is the first of a series of conferences for French Executives in the the attempt to open their eyes and their minds in the search for an answer to the future following the dictum "if you can\'t beat them....join them and swim with the sharks"
Introduction to developing or migrating models to be compliant to the OpenMI Standard. OpenMI is an open standard which allows dynamic linking of numerical models, such as river models rainfall-runoff models and so on. See also:
http://www.lictek.com
How to make the right decisions, every single time free reportRivka Levy
Did you know that most of your decision-making process is taking place in your subconscious mind? If your subconscious mind is not on board with your decisions, you won't have the motivation, oomph or energy to carry them through.
BUT - if you're only making decisions with your gut, then you can also get into trouble. Learn how to get all parts of your body, mind and soul to work together, to enable you to make the right decisions, every single time.
Making Decisions In Disruptive Times - Brenda RigneySocialHRCamp
This session was presented at SocialHRCamp Vancouver 2023 (June 15, 2023) at BCIT's Tech Collider by Brenda Rigney - https://www.linkedin.com/in/brendarigney/
Don't hold back on making decisions as a HR Leader. Even in a disruptive and uncertain business climate, making decisions saves time. Living in miserable maybe and indecisions is stopping you from learning and growing in your leadership and impact within your organization. Learn that there are no wrong decisions...just more decisions to make. Making decisions propels you forward. You will learn how to make intentional decisions, shift your mindset and impact when making decisions, create a culture of making decisions with other leaders, and evaluate your decisions to minimize the amount of indecision you are creating.
ImagineNation LAST Generating Creative Conversations Presentation Janet Sernack
A creative conversation transfers ideas from one mind to another, it also allows you to reveal and remove all obstacles in the way of making creative ideas and inventions happen. It even allows you to see opportunities, realise possibilities and easily solves real-life, personal and business problems.
It’s not that we’ve forgotten how to hold genuine conversations. The problem is much deeper. We’ve stopped learning how to hold a genuine conversation.
The good news is we can all learn it. All this ability demands is the ability to be observant, having a core skill-set and following the four key steps in the generative discovery cycle.
John Griffin, Ford Credit Europe. Normalising failure and making way for succ...IT Arena
John Griffin is currently paving the way for new explorative ways to bring Design to the forefront of the Ford Credit Europe products.
With a background co-founding design consultancies Wolfcub and Pack, he’s spent the last 8 years honing his craft on clients including ASOS, HSBC, Diageo, and Google alongside helping a multitude of start-ups launch their ideas. When John’s not going deep on bringing product ideas to life, you can find him behind the mic podcasting, running the industry event Product Unleashed, or talking about his favorite 80s films to anyone who will listen long enough!
Speech Overview:
Why are we so afraid for our ideas to fail?
Is failure just learning with a bad reputation?
The idea of our ideas failing can not only hold us back from making a start on something but can also leave us in an endless loop of all-talk-no-action.
For teams to truly be successful, failure needs to move from elephant in the room to engrained within your DNA.
Presentation for the SUNY Empire State College Student Leadership Institute (SLI) 2018 - Presentation on identifying personal leadership styles & drawing from the book Lead Yourself First.
In the technical feverish world every one become a techie by using mobile or other electronic gadgets. Though we promoted as a techie we should not loose our creativity and innovation skills.
The Tolouse Lecture On Innovation Beta 8 22.01.10Pozzolini
This is my second version of the lecture on Innovation. It integrates HBSchool\'s lessons.
I believe that this will be more proficient for the Industry.
Download and quote me!!!!
Decision Taking & Making Personal Developement January 2010 27122009
1.
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 !
3. BEHAVIOUR APPLICABLE TO IDENTIFIABLE WITH No-nobodiesToddler All ages Nay-sayers Baby & Child 2 to 100 ys.o. Pissers Kid 10 to 100 ys.o. Talkers Adolescent All ages BigmouthsYouth All ages Day dreamers Young adult All ages Space cadets Adult All ages + 18 DecidersToddler to Senior 10 to …. ys.o. Go-getters Young Adult 20 to 30 ys.o. DoersAdult 10 to 90 ys.o. RisktakersMature Adult 20 to 90 ys.o. Fools All adultsAnyageis good, no membershipfee required in order to join the club
12. and their application & use, depending on conditions and conditioning factors Always factoring inYOU and your makeup (The pivotal point around which everything rotates)
13. DECISION Intuition of the opportunity Method of assessment, evaluation and judgment (OUT or IN the BOX ) Assessment (Making a list of pros and cons) Evaluation (Think of the path) Give it a priority and value Judgment Go/No Go
14. ACTION Go or No Go Verification Testing Benchmarking Testing Feedback Modifying, re-tooling , reconfiguring Corrective Action Re-testing Feedback Verification Testing/Checking OK/NOK Validation Release To-market THE Acid Test
15. However not necessarily you have to follow all steps in the OODA process, you can make your decision quick & dirty(vite et grossièrement) Analysis and/or implementation aimed at quickly getting to the essential . 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. You aren’t looking at the quality of the outpout but at the feasibility of the solution.
16. QUALITY OF OUTPUT = QUALITY OF INPUT G.I.G.O QUALITY of the DECISION
17. ACTION II (step in violet you can skip) Go or No Go Verification Testing Benchmarking Testing Feedback Modifying, re-tooling , reconfiguring Corrective Action Re-testing Feedback Verification Testing/Checking OK/NOK Validation Release To-market THE Acid Test
18. Steps in building a solution as an output to an issue Look at the issue Play in your mind the ergonomics of output Think solution Build process Validate your output Look for a solution and don’t get entangled in process building. Process will be inherent in your solution as you built your decision following an O.O.D.A. process.
23. Your youthCons (Obstacles/Minuses/Weak Spots) Anxiety & Fear Self assurance & narcissism Your lack of Know-how & Preparation Sense that you will fail because the issue is bigger than yourself
26. be ready to make & take the decision, right or wrong
27. be ready to fight for it , “tooth and nails”remember, those who dare, win
28.
29. swallowing your pride. Always be able to say : “I got it wrong” keeping in mind that somewhere, somehow, someone may be doing a better job than you.
30. How do you manage a decision making process ? What is process ? It is all and nothing . But what matters for you is the all part All 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 you will, you shall, you can Be yourself at your best
31. Keep in mind how a decision making process works, the multifacet variances that may surface & the psycological aleas that may interfere . ad posteriora (after the fact), somehow, somewhere, someone would, under the same circumstances you were in, have taken a better decision than you did. It happens. So what ? Are you going to throw in the towel beforehand ? No, keep on going and decide keep out of the equation the “ifs”, “buts” and “muts”. Get away from that ever strangling , interfering, nuisance, pessimistic mind clogging “if”.... No “mumbo-jumbo” do not compete with “him/her”, the phantom mistery adversary (he/she do not exist, they are a figment of your imagination) beat “him/her”, the phantom mistery adversary. That’s all! be smarter, be better, be decisive, bring to the table your mind, be bright, inventive, innovative and – above all - cool under fire be yourself be prepared
32. So let’s get back to the main issueHow do you take a decision by following your process? One simple, straightforward recepy, do as I did for this workshop PREPARE YOURSELF Never, ever, be caught with your pants down. Never, ever. Claro? Claro que si , hombre !
33. Preparing yourselfWorking on your decision building process You must : Never get distracted in the OBSERVE phase Define the issue Focus on the issue not the surroundings If you lack skills copy, buy, acquire them in the ORIENTATION phase Ask, ask, ask, never expect the others to give you the information Always inspect and verify the quality of the info Scroll down your decision with a good Sparring Partner in the DECIDE phase sustaining your arguments, points, issues Answer tough questions from your Sparring Partner never taking it personally Train, train, train to be questioned, criticised, attacked on your decision and solution Never, ever, take NO for an answer!!!!!
34. What you must bring to a decision Again I repeat my self, again I stress, again I point out Creativity and Fantasy Know-how Tenacity Preparation Your stamina/character/carisma, any and all if you have them ! Complete confidence and sense of being in control of your mental process as you must be good, very good, when you you decide & tops when selling it and defending it.
46. Presence information [Status, Media availability, (IM & Data, Audio, Video)]Possibly in a combined Collaboration System 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. NEVER EXPECT , ALWAYS INSPECT & VERIFY
47. Now go and get them ! Bring them a solution through a decision that they can only envy, want to copy, imitate, challange, etc… But never IGNORE