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Thursday, July 23, 2009

Learn The Art Of Decision Making




When people get caught between problems, they begin modifying their behaviors, which are usually unusual compared to their common behaviors. These behaviors, instead of pacifying the bad impact of the problems, add oil to fire. As a consequence, even jovial people might turn to mute audiences and seem to be taciturn. A radical change in their way would definitely surprise you. This is natural for any human being, who tries to escape from the humiliation he needs to confront as a result of failure in facing the problems. The people shouldered by him run through his mind, the moment he thinks of the negative consequences in facing the problems. He thinks of his loved ones, his own reputation, and his career, which are all affected by his decisions. These factors make him to be surrounded with worries, hard feelings, anger, and make him lesser than a normal human being.

He searches for a standard solution to resolve these problems. He searches continuously and ends up finding nothing satisfactory. But, he would not know that the key to success is within him. Nature had bestowed an excellent ability to him. That is none but his immature decision making ability. He just needs to nourish it to make it a matured one, thereby elevating him to a perfect leader.

First, the complicated part of decision making is to derive a clear problem statement from the problem-case you confront. It is impractical to get a well defined problem statement and you should not expect that. The case may be your own problem or a problem between two external entities and you being neutral. Cases like, problems between you and any other entity like, your family member, friend, colleague, management of your workplace or even your future life, fall under the former category. In the latter case, you would be neutral and you are forced to take a decision. This category includes problems between your family members, your friends or any other problems took over by you in an advisory counsel and so on. In any case, the derivation of the problem statement from the real case is difficult.

Supposing, you are an employer of an enterprise and you need to resolve a conflict between two of your employees (Or as a family man, between two of your family members, say, your mother and your wife. Frequent huh??!!!!). One would blame the other and justify his or her thoughts and actions. The truth will be invisible as it would be behind the mist of justifications and hard feelings between the two. A good decision maker should be capable of extracting the truth from beliefs and justifications to pull out the root cause of the problem.

Secondly, after deriving the problem statement and root cause of the problem, you always arrive at many decisions which are quite ambiguous. You need to narrow down the number of decisions to one. This is done by listing out the pros and cons of each decision and choosing the one which benefits you more. Your selection of decision should be influenced by your ability to forecast things. You must be capable of working out the consequences of your decisions and choose the best one among them, which leads to lesser bad impacts. You need to maintain a balance between the two employees. You should not let your decision resemble favoritism to one. Your decision should be unbiased. It should be satisfactory to both the parties. Winning one of the hearts and losing the other is a poor leadership strategy. None should have a feel of injustice. The balance will make you keep going (As I said in the ‘crucial ‘balance’ factor’ article). A good leader is the one who always tries to minimize the number of people hating him, to zero. Love has no substitute, indeed!

Next most essential constraint in decision making is the time constraint. Your decisions should be quick according to the problem size. Late decisions do not help. What are all I told you till now must be worked out in seconds and not even minutes!!! If the problem is quite bigger, then reasonable time consumption is intellectual. Efficiency of your decision is inversely proportional to time. I will make the idea clear through my formula, which states as follows,

Efficiency of a decision is defined as the ratio of Resulting Happiness or Satisfaction from the decision (depending on the problem size) to time taken for the decision (depending on the problem size)

Efficiency of a decision = Satisfaction / time;

Further, you must have enough confidence to face the consequences of your decision if bad, and to fine-tune your decision to obtain success. Your decisions must not fluctuate. They must be discrete. If your confidence level doesn’t soar, you may seek some advice from the experienced and experts. Remember, your decisions not only influence your own future but also people behind you, your loved ones and people who have immense faith in you!!!
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