Discussion board four forum will review chapter 12 question in context of manager experience and intuition application to make complex non-programed decisions and how then would one apply an evidence-based management approach. This discussion board will review if both are necessary and how to find a balance between facts and data and discovering how experience and intuition may or may not play a role in management decisions. In particular it is important to note that the type of decision making being focused on is the complex non-programed decisions.
Type of Decisions
Picture driving in your car to a familiar route. The turns and scenery is familiar and at times one may even end up at the destination without recalling specifics of the commute. Take the same route, and insert a detour that was unexpected, the mind needs to shift to knowing and understanding new directions to get to the same outcome. With the detour there is more concentration, details to review such as routes and timing. The same mind process can be applied in the management world with how some decisions are intuitively based on one’s experience and others need to tap into resources to distinguish the best next step as a critical point. Organizational decision making is a two part derivative that includes the problem identification stage and the second stage of problem solution both having decisions made through a programmed or non-programmed approach (Draft, 2016, p. 469). The question at hand is regarding the non-programmed complex decisions and what should be the best approach. “Most non-programmable decisions contain some parts that are programmable but some of the factors to consider cannot be put into an algorithm, this latter fact being a cause for making a decision non-programmable (Larson, 2000, p. 345-346).” Larson continued to go on his analysis of decision making to evaluate the importance of having a decision system in place. His studies also showed the importance of having a network for companies such as the intranet to help document how and what resources are helpful in decision making and types that need more data to support the end outcome.
Recently in one of the department specialties that this author works for was having issues with the patient brackets in Orthodontics staying adhered to the tooth. This practice has five doctors and they were contributing the factor to the potentially new residents that recently came on board. The issue continued to increase and it was not until the doctors attended a recent lecture that the doctors decided to look into more data driven results to help them understand and make a decision to encourage longevity of these appliances. The doctors requested the device that sets the adhesive be tested. Meanwhile the intuition of the non-management teams were thinking along the same lines but based on experience and what they had seen with similar patterns. The department was able to run a physical test which determined that the lights did not have enough power to adhere the products adequately. With both the help of experience and data results the decision was made to replace the parts and to test more frequently to ensure quality for these products. This is an example of how both data and facts were utilized in conjunction to make a non-programmable complex decision for better safety quality within the Orthodontic practice. Understanding how one knows what the best process would be in making a decision and how to understand the best approach is a fundamental step that must be reviewed.
Decision Making Variables
In the previous example of the Orthodontic practice the role of the experienced personnel relied more on patterns of behaviors that were similar to what they had seen previously. The newer doctors relied more on the data to support. This scenario suggests that there may be evidence that if one has experience in an area it may be possible for them to rely more on intuition than those without experience. In a study to evaluate decision making in an organization, Muhammad, et, al. (2010) evaluated the roles of experienced managers, age, and private compared to public banking sectors. Although the study was limited to one sector of service the decision making styles varied based on their factors reviewed. Intuition was higher in those with experience and the use of data was higher in those with less experience. This study leans the spectrum of decision making to be more intuition in the decision theories being more prevalent, however, the variable remains the experience of the individuals making the decisions.
Taking the variables into consideration helps one understand the ways in which a person can come to a decision. After taking a look at the type of decisions and the variables the next step will be to understand what the best process is in making the decision in today’s management role.
Making Decisions
When a manager is faced with making complex, non-programmable decisions the time demand and turnover of decisions force managers to utilize a more intuition and experienced base decision. This decision, however, should not be made alone in an organization a wise manager would seek information from others you may have lived the data and evidenced base times to be able to recall on their own intuition and experience to guide a quicker decision process. According to Draft, (2016), “No individual manager has the information needed to make all major decisions, which means good decision making depends on cooperation and information sharing. Decisions rely less on hard data, and there is less certainty about the outcomes (p. 470).” Understanding the concept of how decisions need to be made and utilizing your resources will ensure more reliable outcomes are on the horizon. In and of itself utilizing information sharing is the same idea as evidence based information because the company is relying on what has happened and what the team knows and understands. This possibly could provide for a more solid foundation to which the decisions are being made. Regardless if a decision is not the right one, having a team approach and understanding also would provide higher value in the processes after the decision than if the manager attempted to make decisions as an island of one. The learning process from decision making is just as important as making the decision within an organization. The process is important and yet if the organization or manager does not reflect and learn from decisions made the opportunity gap continues to grow and the structure in which decisions are built upon will not be as solid of a foundation.
Making difficult decisions is a life lesson that one can take many lessons from. For a Believer the Bible provides many stories that can provide an evidenced based foundation to help guide decisions along one’s life journey. Relying on the strength, courage, and wisdom of individuals in the community of faith provides opportunities to learn from others and inform the decision making process along the way. The biggest decision that can impact one’s life is to call on the name of Jesus and declare He is Lord. Proverbs 2: 1-5, “son, if you accept my words and store up my commands within you, turning your ear to wisdom and applying your heart to understanding indeed, if you call out for insight and cry aloud for understanding, and if you look for it as for silver and search for it as for hidden treasure, then you will understand the fear of the Lord and find the knowledge of God (NIV). Wisdom is a gift from God. Seeking His guidance during difficult decision making is a comfort and honoring approach to allow God into all avenue of a faith believer in the work place.
Conclusion
Making decisions within an organization as a manager has many pressures, especially when considering a complex, non-programmed decision. A manager must rely on both evidenced based management and intuition and experience. The opportunity to rely on the organization and the results or lack of results must be understood and processed in order to continue the organization on a trajectory of positivity. Making decisions in this approach does not guarantee that all decisions will be perfect and accurate from the start, however, it is imperative to apply a learning approach to understand and grow if the decision was not as successful as planned. From this the organization is establishing a stronger evidenced based management data pool set to apply when future decisions come into play within the organization. The ability to recognize from experience and intuition provides an opportunity to make quicker decisions when decisiveness and timelines are needing to be met.
References
Daft, R. L. (2016). Organization theory & design. (12th ed.). Boston, MA: Cengage Learning.
Larsson, N. O. (2000). Decision settings analysis - A tool for analysis and design of human activity systems. Theory and Decision, 49(4), 339.
Muhammad, N. R., Anis-ul-Haque, M., & Hassan, B. (2010). Role of individual and organizational factors in decision making. Pakistan Journal of Psychology, 41(1).
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