Ian Berry - the right decisions, at the right time, by the right people
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According to research by Dr. Paul Nutt of Ohio State University involving hundreds of organizations, around half of business decisions fail for several key reasons: 1) About one-third are driven by ego rather than objective factors, 2) Nearly two-thirds of executives fail to explore alternatives once they make up their mind, and 3) Eighty percent of managers push decisions through by persuasion or edict rather than the actual value of the idea. The document advocates having a transparent decision-making process that thoroughly considers all angles and viewpoints to increase buy-in, acceptance, and the likelihood of making the right decision.
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Ian Berry - the right decisions, at the right time, by the right people
- 1. The right decisions made at the right time and by the right people © Ian Berry 1990-2010
- 2. is a key to optimum performance © Ian Berry 1990-2010
- 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. 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. 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. 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. 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. Another big problem that I see Lack of Transparency
- 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. © Ian Berry 2009 All rights reserved Have a process! NB NEDS = Needs, Expectations and Desires
- 11. Having a process means © Ian Berry 1990-2010
- 12. Transparency of decision making which means © Ian Berry 1990-2010
- 13. Greater acceptance and higher support for decisions © Ian Berry 1990-2010
- 14. Having a process also means © Ian Berry 1990-2010
- 15. A greater likelihood of buy-in by those affected by the decision © Ian Berry 1990-2010
- 16. High probability of making the right decision © Ian Berry 1990-2010
- 17. Less poor decisions! © Ian Berry 1990-2010
- 18. and less decisions You need to make in the first place! © Ian Berry 1990-2010
- 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. Re-read Jan Carlzon’s book © Ian Berry 1990-2010
- 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. © 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. © Ian Berry 2009 All rights reserved Want help?
- 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