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Positive Decision making in organization
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- 2. DECISION MAKING Damasio(2005) summarized the prevalent model as ‘ the supposedly clear process of deriving logical consequences from assumed premises, the business of making reliable inferences, which, unencumbered by passion, allow us to choose the best possible option, leading to the best possible outcome, given the worst possible problem Decision - making is thus characterized as essentially problem - solving and so is seen as an exercise in logic BUT … Emotion plays a huge part in decision - making and consequently in performance
- 3. EFFECTS OF DECISIONS the effects of all decisions on all key players and connected players; and the many possible criteria against which decisions can be evaluated– is limitless
- 4. PENELITIAN: MORAL EMOTION& DECISION MAKING Damasio’s research: when there is no inner feeling, individual will reason numerous possible alternatives before making decision somatic marker (no external directed emotion) short cuts https://youtu.be/AIXuN9MYeVI Emosi pada saat pengambilan keputusan etis memengaruhi
- 5. EMOTIONS IN DECISION-MAKING feelings are an important source of information in effective decision - making. Emotions from the past affect the degree of aversion and attraction of different possible options now. Indeed, they affect whether or not various options even surface into consciousness. Emotions and feelings affect our decision - making in other ways too
- 6. BENEFITS OF POSITIVEEMOTIONS ON DECISION MAKING Appreciative Inquiry is also concerned with the creation of positive emotion, recognizing positive emotion as a source of energy for change. Isen’s (2005) and Fredrickson ’ s (2005) work on positive emotions and positivity have illuminated the many beneficial effects of ‘ feeling good ’ .
- 7. THE BENEFI TSOF POSITIVE EMOTION Isen (2005) and Fredrickson (2005) • More creative. • Able to show improved negotiation processes and outcomes. • More thorough in what they do. • More open - minded. • Able to display more flexible thinking and problem - solving. • Able to show more generosity and social responsibility in interpersonal interactions. • More likely to do what they want to do. • More likely to be socially responsible and helpful in what they do. • More likely to enjoy what they are doing. • More motivated to achieve goals. • More open to new information. • Able to think more clearly. • Able to handle more complex information. • Able to integrate, process and manipulate information more effectively. • Able to show more social behaviour (e.g., helping, sociability, friendliness and social responsibility). • Likely to have reduced amounts of interpersonal confl ict. • More successful at problem - solving. • More effi cient and thorough in their decision - making. • Able to consider many aspects of situations simultaneously. • Able to switch attention from unsolvable to solvable problems. • Less defensive. • Able to evaluate risks and make good judgements. People experiencing positive emotional states, for example contentment,happiness, interest, joy, excitement, passion, playfulness, pride or optimism, are: • Able to think more clearly. • Able to handle more complex information. • Able to integrate, process and manipulate information more effectively. • Able to show more social behaviour (e.g., helping, sociability, friendliness and social responsibility). • Likely to have reduced amounts of interpersonal confl ict. • More successful at problem - solving. • More effi cient and thorough in their decision - making. • Able to consider many aspects of situations simultaneously. • Able to switch attention from unsolvable to solvable problems. • Less defensive. • Able to evaluate risks and make good judgements.
- 8. MICRO - DECISION- MAKING In organizations a lot of emphasis is put on the big set - piece decision - making forums that are meetings. However, people make decisions together in many informal ways. Gittell (2003) has examined decision - making in informal contexts, asking what affects the effectiveness of the decisions made two distinguishing criteria the coordination around the work becomes much easier. Such are the presence, or absence, of high quality communication and high quality relationships relational coordination enhances localized, problem - focused decision - making that helps with work performance and productivity
- 9. OTHER FACTORS THATENHANCE DECISION - MAKING Mindfulness Creativity Wisdom The Qualities of Wise People • They have exceptional knowledge about how wisdom is acquired.They understand something of the nature of human existence and they try to learn from their own mistakes. • They have exceptional knowledge about how to use wisdom.They know when to give and when to withhold advice.They are people you would go to with a life problem. • They have exceptional knowledge about the context of life.They understand that priorities change over a life - time.They know about the different conflicts possible between different life domains. • They have an exceptional personality and high social functioning skills.They are good listeners and very humane. (Baltes, Gluck and Kunzmann, 2005)
- 10. MOVING FROM DECISION- MAKINGTO SENSE- MAKING The process of mistake avoidance and correction in inherently risk - heavy organizations (Weick and Sutcliffe, 2007) Research into teams of people who successful negotiate such fragile situations reveals a complexity of thought They manage to take risks and be cautious, to demonstrate intimacy and detachment, aggressiveness and surrender, repetition and improvization, intuition and deliberation, curiosity and timidity. at different times each of these values may be the most valuable STICC: Situation,Task, Intent, Concerns and Calibration LCES: Lookouts, Communication links, Escape routes and Safety zones