DECISION MAKING

A task all managers have to face is making decisions and problem solving

However, human thinking has the tendency to be affected by precedence and experience

We sometimes think linearly and focus on the obvious In seeking progress and improvement, thinking more of

the same (as in the past) will not get us anywhere Sometimes commit false attribution error

SOME STEPS TO IMPROVE QUALITY OF DECISION

Take an evidence based approach in problem solving Use reflexive questioning in assessing and diagnosing a

problem Treat all distinctly different possibilities as warranting

verification Allow a healthy level of doubt

Think laterally: Suspend your judgement Visualize how others would deal with the problem Manage emotion in problem solving situations In collective decision making situation, keep an genuinely open

climate

BARRIERS IN THINKING

Artificially constraining of problemStereotypingVertical thinkingUnwillingness to question assumptionTrapped behind the trees

CONSTRAINS ON DECISION MAKING

Decision making rarely takes place under conditions of rationality Limited information Limited resource Lack of clarity of problem Multiple perceptions Intuition also plays a role

Various forces shape and influence decisionsAt times there is a gap between intended and realized outcome

POLITICS OF DECISION MAKING Resource allocation is a decision that often takes place

under competitive situation Organizations operates under conditions of limited resource.

Organizations marked by multiple and competing interest Ability to secure resources is a source of legitimacy and status

symbol Power, authority and influence often used to influence

decision Competition also marked by uneven distribution of power,

authority and influence Creates political climate in organizations

DECISION MODES IN POLITICISED SITUATIONS

Satisficing decision Remedial decision Serial decision