leadership of organization

FINAL PERSONAL TAKEAWAYS

Action Plan - Decision Analysis

Let’s see what you want to do about these poor analysis actions.

Decision Analysis Self-Handicap

What is the Situation

Trigger Impact on Others What to Do/When

Defining a frame objectively and thoroughly

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Select a decision frame and try other frames to help make sure it is a good fame

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Reframe when I find yourself using an inadequate frame

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Understand other’s frames

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Keeping info in your head rather than a systematic procedure

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Assuming group automatically makes good choices

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Generating and analyzing alternatives

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Assessing uncertainty and risk

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Being Risk Averse

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Failing to interpret feedback correctly

___Expedient ___Avoiding

___Deliberate Action________ ___Self-efficacy_____________

___Fear ___Self-Deception

___Face it _________________ ___Look & Listen___________

Failing to keep systematic records

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Deciding when to decide

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Making decisions for all the wrong reasons

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Not knowing what you don’t know

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Not sharing Decision Making

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Using the Vroom & Yetton Normative Model

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Trying out the Wisdom of the Crowd

___Expedient ___Avoiding ___Fear ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Baby Steps The baby steps for this chapter are:

1. Frame a problem three different ways and ask yourself what are the differences. 2. Determine whether you are risk averse. 3. Using the Vroom & Yetton model, determine the style you will use in a complex

decision. The Key Behaviors to use in framing a problem are:

1. Choose a problem 2. Rephrase the problem. Reword it several times in different ways - take single words and substitute variations. 3. Increase your awareness of the problem by looking at it from different perspectives

• Consider the concern ethically or legally. • How would we have framed this x weeks ago?

• If we were unwilling to take a risk how would we define the problem? • If money were no object, how would we define the problem? • Invert the situation and see how you feel about it.

4. Rewrite it from different stakeholders’ perspectives. How would our employees or a client frame this? 5. List and challenge any assumptions. Test each assumption for validity. 6. Ask how much the problem changed as you adjusted your frame.

You can determine your level of risk seeking/aversion by taking the test at

http://www.humanmetrics.com/rot/rotqd.asp or http://testyourself.psychtests.com/testid/2122. The

latter will take longer and you only get the snapshot without paying a small fee for the complete report.

All you need for the Vroom & Yetton model is above. Choose a problem and follow the decision tree to

determine what style you should use.

Follow Up Questions

1. Good analysis does not substitute for a poor frame… why? 2. Are you in a paralysis from analysis state now? How will you move on? 3. How can you use the wisdom of the crowd? 4. How do you know when to share decision-making?