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This is a short research on issues that Organisations are faced with when core decisions have to be made in a competitive business environment. The paper alludes to decision making models that alleviate the complex process of decision making when confronted with difficult choices to be made. The paper also addresses the application of process and Workflow management in the decision making process whilst providing how to determine the quality of a decision.
This is a short research on issues that Organisations are faced with when core decisions have to be made in a competitive business environment. The paper alludes to decision making models that alleviate the complex process of decision making when confronted with difficult choices to be made. The paper also addresses the application of process and Workflow management in the decision making process whilst providing how to determine the quality of a decision.
This is a short research on issues that Organisations are faced with when core decisions have to be made in a competitive business environment. The paper alludes to decision making models that alleviate the complex process of decision making when confronted with difficult choices to be made. The paper also addresses the application of process and Workflow management in the decision making process whilst providing how to determine the quality of a decision.
Keywords ........................................................................................................................................... 2 Introduction ........................................................................................................................................ 4 Decision making and time .............................................................................................................. 4 Two styles of Decision making ...................................................................................................... 5 Decision making models .................................................................................................................... 7 The Vroom-Yetton-Jago Decision Model ...................................................................................... 7 The Kepner-Tregoe Approach ....................................................................................................... 9 The Kepner-Tregoe Matrix comprises four basic steps: .......................................................... 11 Workflow Management/processes and decision making ................................................................. 12 Attributes of a good decision ........................................................................................................... 16 Conclusion ....................................................................................................................................... 19 References and Bibliography ........................................................................................................... 20
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Introduction Decision making is an essential leadership skill. No matter what position one holds, from the board room to the mailroom, one makes decisions every day. All successful end results in business are directly linked to the quality of the decisions made at each point along the way. So not surprisingly, decision-making is a universally important competence in the success of a business and business strategy within organizations that have competitive advantage over others. Some decisions clearly have a greater impact on the business than others, but the underlying skill is the same: The difference is in the scope and depth of the process managers go through to reach a decision. Thankfully, decision-making is a skill set that can be learned and improved upon. Goleman et al (2004) enthuses that somewhere between instinct and over-analysis is a logical and practical approach to decision-making that doesn't require endless investigation, which helps managers to weigh up the options and impacts. Decisions do not have to be rammed in, to a point that team members fear the impact as it comes down. Decision making and time One reason why decision-making can be so problematic is that the most critical decisions tend to have to be made in the least amount of time. Managers constantly feel pressured and anxious. The time pressure means managers taking shortcuts, jumping to wrong conclusions, or relying heavily on instinct that guide most managers along the way. If one can learn how to make timely, well- considered decisions, then one can lead teams to well-deserved success. But, however, when one keeps making poor decisions, ones leadership or authority/employment will be brutally short.
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Making good decisions is one of the main leadership tasks and skill set a good manager develops. Part of doing this is determining the most efficient 1 and effective 2 means of reaching the decision. When efficiency and effectiveness are married when describing a decision, the decision is deemed to have complete efficacy. Two styles of Decision making There are predominantly two styles of decision making: Autocratic decision making also known as authoritarian leadership, is a leadership style characterized by an individual having control over all decisions and allows little input from group members or subordinates. Autocratic managers typically make choices based on their own ideas and judgments and rarely accept advice from team members. Autocratic leadership style involves absolute, authoritarian control over a group or an organization, department, section or small team. The second style is called Participatory decision making or Participatory leadership which is a style of management where decisions are made with the most feasible amount of participation from those who are affected by the decisions. Participatory decision making style is being used as a leadership management style today by a significant number of companies and organizations as it responds to individual members of the organization based on and supported by the theory that participation satisfies an employee's higher-level needs according to psychologist Abraham Maslow 3 . Naturally, some decisions have to be Autocratic, and some decisions have to be participatory. The individual decision making circumstances dictate when the pendulum swings from one end of the spectrum to the other. When a Manager sits down to make a decision, the style, and degree of participation he needs to get from his team is affected by three main factors:
1 Efficiency generally describes the extent to which time, effort or cost is well used for the intended task or purpose 2 Effectiveness is the capability of producing a desired result. When something is deemed effective, it means it has an intended or expected outcome, or produces a deep, vivid impression. 3 Psychologist Abraham Maslow (1943, 1954) was an American psychologist who was best known for creating Maslow's hierarchy of needs, a theory of psychological health predicated on fulfilling innate human needs in priority, culminating in self-actualization. Maslow was a psychology professor at Brandeis University, Brooklyn College, New School for Social Research and Columbia University. He stressed the importance of focusing on the positive qualities in people, as opposed to treating them as a bag of symptoms stated that human motivation is based on people seeking fulfilment and change through personal growth.
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1. Decision Quality how important is it to come up with the right solution; the higher the quality of the decision needed, the more he should involve other people in the decision. 2. Subordinate Commitment how important is it that his team and others buy into the decision? If teammates need to embrace the decision a leader makes, then they should increase the participation levels. 3. Time Constraints How much time is available to make the decision? The more time a leader has, the more the luxury of including others, and of using the decision making process as an opportunity for teambuilding. To determine which of these styles and processes is most appropriate, there is a series of yes/no questions that the manager should ask himself about the situation, and building a decision tree based on the responses. There are seven questions in total: These are: 1. Is the technical quality of the decision very important? Meaning, are the consequences of failure significant? 2. Does a successful outcome depend on your team members' commitment to the decision? Must there be buy-in for the solution to work? 3. Do you have sufficient information to be able to make the decision on your own? 4. Is the problem well-structured so that you can easily understand what needs to be addressed and what defines a good solution? 5. Are you reasonably sure that your team will accept your decision even if you make it yourself? 6. Are the goals of the team consistent with the goals the organization has set to define a successful solution? 7. Will there likely be conflict among the team as to which solution is best?
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Decision making models From the above dilemma, the decision to decide which style is going to be applied in any given situation, the Vroom-Yetton-Jago Decision Model 4 was developed to assist with such dilemma. A leader would have to be extremely circumspect when adopting a particular decision making style. In a nutshell, whether one is going to adopt an Autocratic style of decision making or a consultative or participatory style, one depends on several factors, there are simple issues that need to be considered: An autocratic style is most efficient when: The manager has more or better expertise on the subject than others. The manager is confident about acting alone. The team will accept the Managers decision. There is little time available. The manager is tasked to manage a group decision outcome
In general, a consultative or collaborative style is most appropriate when: A leader needs information from others to solve a problem. The problem definition isn't clear. Team members' buy-in to the decision is important. The Manager has enough time
The Vroom-Yetton-Jago Decision Model This model was originally described by Victor Vroom and Philip Yetton in their 1973 BOOK titled Leadership and Decision Making. Later in 1988, Vroom and Arthur Jago, replaced the decision tree system of the original model with an expert system based on mathematics. Hence it is not uncommon to see the model called Vroom-Yetton, Vroom-Jago, and Vroom-Yetton-Jago. The model here is based on the Vroom-Jago version of the model. This model helps an organization or a manager to decide on which style is to be adopted when faced with a dilemma. In some business situations it's better for a leader to be the decision maker on behalf of the group.
4 The VroomYetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection a leadership style for group decision making. (http://www.decision-making-confidence.com/vroom- jago-decision-model.html)
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In others, it's best for the group to have some input or even make the decision. This model distinguishes five different situations and outlines an algorithm for determining which one to use: Style: Autocratic you make the decision and inform others of it. There are two separate processes for decision making in an autocratic style: Processes: Autocratic 1(A1) you use the information you already have and make the decision Autocratic 2 (A2) you ask team members for specific information and once you have it, you make the decision. Here you don't necessarily tell them what the information is needed for. Style: Consultative you gather information from the team and other and then make the decision. Processes: Consultative 1 (C1) you inform team members of what you're doing and may individually ask opinions, however, the group is not brought together for discussion. You make the decision. Consultative 2 (C2) you are responsible for making the decision, however, you get together as a group to discuss the situation, hear other perspectives, and solicit suggestions. Style: Collaborative you and your team work together to reach a consensus. Process: Group (G2) The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on.
The Vroom-Yetton-Jago Decision Model
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The Kepner-Tregoe Approach Once the choice of decision making style is chosen, process becomes absolutely important and there are different models that have been developed to deal with this. To solve seemingly impossible problems and make consistently sound decisions, managers cant always make a best guess and hope for the best. Ever notice that jumping to conclusions tends to result in costly mistakes? That panic grows under pressure and the Kepner-Tregoe Approach becomes very important. Also, ever noticed that the best-laid plans are easily defeated by the unexpected happening? Hunches, instinct, and pure intuition may be inspiring, but they can lead to unforeseen problems and erroneous decisions that can cost a business huge setbacks and in some cases, disastrous consequences. Todays lean organizations face a dizzying array of issues ranging from cost control, customer satisfaction, quality, and productivity to competition, change, technology and more. People with diverse professional, educational, and cultural backgrounds must work together to resolve issues under intense time pressure. By using Kepner-Tregoe Problem Solving and Decision Making tool (PSDM), people can efficiently organize and analyze vast amounts of information and take appropriate action. PSDM helps teams tap into the know-how of individuals, develop consensus, gain commitment, and resolve conflicts. Everyone is on the same wavelength, using a common approach and language. And everyone works towards the same goal, regardless of background or expertise. The Kepner-Tregoe approach is based on the premise that the end goal of any decision is to make the best possible choice. This is a critical distinction: The goal is not to make the perfect choice, or the choice that has no defects but to choose the one that has less defects in comparison to others.
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With this model, the decision maker or manager must accept or anticipate some level of risk. An important feature of the Kepner-Tregoe Matrix is to help evaluate and mitigate the risks of a managers decision. Human beings have biases when making decisions and these can inadvertently act as a barrier to proper decision making process within organizations and must as such be avoided. The Kepner-Tregoe Matrix approach guides the decision maker through the process of setting objectives, exploring and prioritizing alternatives, exploring the strengths and weaknesses of the top alternatives, and of choosing the final best alternative. It then prompts the manager to generate ways to control the potential problems that would crop up as a consequence of the decision. This type of detailed problem and risk analysis helps a leader to make an unbiased decision. By skipping this analysis and relying on gut instinct, the mangers evaluation would be influenced by his preconceived beliefs and prior experience, which is simply human nature and can lead to disastrous results. Many business that ignore this warning are die sooner than anticipated. The structure of the Kepner-Tregoe approach limits these conscious and unconscious biases as much as possible. The application of process reengineering thought pattern helps in analyzing the entire process from start to finish with each node/step being considered as a complete cycle before moving to the next stage. Concepts from workflow management that has five parts to describe a node, ie can help in making a process more successful than simply rushing through the processes just for the sake of completing the tasks at hand. The above can be simplified by marrying the planning and designing of every node carefully before deploying. After deploying, the decision or workflow must be allowed to prove its efficacy by being properly analyzed and if need be, changes to the workflow being made by planning and redesigning, thus going full cycle. This is properly supported by the The Kepner-Tregoe Matrix.
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The Kepner-Tregoe Matrix comprises four basic steps: The Kepner-Tregoe Problem Solving and Decision Making process is actually four distinct processes, each designed to address a specific type of situation: (a) Situation Appraisal is used to separate, clarify, and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice. (b) Problem Analysis is used to find the cause of a positive or negative deviation. When people, machinery, systems, or processes are not performing as expected, Problem Analysis points to the relevant information and leads the way to the root cause. (c) Decision Analysis is used for making a choice. When the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balances risks and benefits to arrive at a solid and supported choice. (d) Potential Problem Analysis is used to protect actions or plans. When a project simply must go well, risk is high, or myriad things could go wrong. Potential Problem Analysis reveals the driving factors and identifies ways to lower risk. Going through each stage of this process helps managers to come to the best possible choice, given the managers competency, knowledge and understanding of the issues that bear on the decision. This Matrix has a premise that managers are well informed, knowledgeable and experienced in that particular field for them to be able to understand the technical component of the decision and task at hand. This improved field of analysis provides businesses a clear competitive advantage, as managers can assess the situation better and faster than competitors. Success in business often comes from being one step ahead of the competition and, at the same time, being prepared to react to what the competitors are doing their own business. With global, real-time communication, ongoing rapid improvements in information technology, and economic turbulence, managers need to keep
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updating and revising their strategies to keep pace with the changing environment. Successful businesses use novel models that outlines decision loops that supports quick, effective and proactive decision-making. The stages can be summarized as: Observe: collect current information from as many sources as practically possible. (Research/Compare) Orient: analyses this information, and use it to update your current reality. (Re- engineer/design) Decide : Managers should determine a course of action efficiently (Deploy/Manage) Act: Managers must be fully committed and follow through on the final decision reached.(Analyse/evaluate) Workflow Management/processes and decision making With its ability to integrate with a wide variety of enterprise applications, Workflow can be used to execute repeatable processes in a consistent manner across the organization, optimizing resource efficiency, cost and service delivery. With easy streamlining of identifiable processes, decision making becomes easier to effect and many organizations managers have become more inclined to address processes when addressing challenges. According to Cray et al (1991), Organizations success is now closely related to the efficiency of its everyday business processes. Increasingly, companies are spreading knowledge work tasks, such as research and product development, overseas as a means to increase competitiveness, reduce costs, access new talent pools, and establish a presence in emerging markets. Yet many organizations struggle to achieve the performance to
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which they aspire due to poor decision making. Mintzberg, and Waters. (1985) suggest that many organizations continue to rely on outdated, manual processes that hamper productivity and interfere with effective decision making. In todays increasingly-complex global environment, its more important than ever for organizations to streamline operations and to help staff focus more of their time on revenue-generating activities that rely on timely decisions that propagate the organizations path to success. Organizations still face numerous challenges, including: (a) Management and staff resistance to working across borders under-utilization of staff capabilities in developing countries (b) Ineffective handoffs between organizations (c) Staff turnover and rapidly escalating wages in developing countries (d) Lack of shared goals and objectives to drive effective collaboration (e) Negative impacts on staff morale and the working climate One way to start addressing these challenges is to understand how decision-making (the assignment of decision rights and accountabilities across a project or process) and workflow (the movement of information, activities, and products) impact the global organizations effectiveness. The following are some prerequisites managers need to have to effect good decision making process: (a) High-quality data is obviously a prerequisite for consistently sound decision-making. The better the quality of data, the less time mangers spend debating the data rather than the decisions that have to be made. Managers gain greater understanding of the company, her competitors and the environment, making it easier to make strategic decisions. Though data compilation is the easiest part within the decagons making process, there are basic issues that pose as a challenge for organizations: I. Data integration: Strategic decisions typically require information from several different computer systems, and organizations frequently underestimate the
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integration challenges involved. Organizations typically address data integration on a project-by-project basis rather than with a more strategy approach. The result is massive redundancy and poor quality. For faster integration and lower costs over the long term, organizations should invest in a robust data integration platform. Organizations should standardize the data integration process so that it can be applied over a wider range of projects rather project by project. II. Data quality: There is no known organization that doesnt have a data quality problem. The latest data quality technologies can help organizations answer questions such as which systems have the worst data quality? and where could we get the most value from fixing poor quality data? To improve executive decision-making, organizations need to invest in systems that evaluate, monitor and fix data quality. III. Shared definitions: Effective decision-making requires a shared vocabulary. Investing in metadata management technology can help organizations define and maintain the definitions associated with their key business indicators and reduce the number of board-room arguments that are uninspiring. IV. Timeliness: Faster decisions mean better profits. In particular, organizations are starting to realize the big benefits that come from investing in integrated financial systems that help organizations close books faster. Instead of managing by looking out of the rear-view mirror, organizations are investing in predictive analytics that help to identify issues before hand. V. Unstructured data: Managers need to be able to use data from all sources, not just from certain types of databases. Its increasingly important to be able to extract intelligence from non-structured data sources such as documents or emails. Investing in a wide range of software that can be used to extract data from different formats and data sources. IT investment is vital for organizations that want to access complex data bases and the training of members of staff to work these systems is becoming increasingly vital for decision making processes.
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(b) Benchmarking 5 and external data: organizations own systems will rarely contain all the information needed to make decisions. Benchmarking involves looking outward (outside a particular business, organization, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the processes behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in critical functions within an organization or in key areas of the business environment. In order to determine an organizations real performance, and make the right decisions, there is need to be able to compare and crunch numbers with the economy, the market, or competitors. New information on demand technology is making this as simple as a click of the mouse in most organizations. (c) Governance, compliance and risk: Decisions cant be made without considering risk, and without considering existing regulatory environments. Doverspike, (2008) States that for non-operational decisions, such as investment and design decisions, the need to convert risk- management into rule-compliance is extremely important, although more controversial. Nevertheless the decision makers should be willing to impose prescriptive technical rules on themselves in relation to non-operational decisions, in the interests of safety. Risk- management and rule- compliance are inter-related strategies for promoting safety in hazardous and competitive industries. They are co-existing and complementary, not contradictory. However risk- management offers very little guidance to end point decision-makers; they need rules to guide their decisions. Accordingly, it is important, even within a risk-management framework that risk-management be translated into rule-compliance for end point decision- makers, where possible. Bromiley and Devaki (201) stated that Organizations need to invest
5 Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can take place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?).
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in risk management systems that are tightly integrated with the rest of their financial applications and day to day strategic operations. When decisions are being made, decision safety depends on organizations formulating relevant rules with which workers and the entire organization must then comply ultimately. Risk management should culminate in rules, where possible and developing non ambiguous framework is vital for successful decision making process for any organization and decision makers. (d) Transparency: Information transparency is key to maintaining high data standards. Decision makers need to be able to see exactly where the data came from, how reliable it is, how it was defined or manipulated, and when it was last updated. As a principle, public officials, civil servants, managers and directors of companies and organisations and board trustees have a duty to act visibly, predictably and understandably to promote participation and accountability to the organizations they represent. Simply making information available is not sufficient to achieve transparency. Large amounts of raw information in the public domain may breed opacity rather than transparency. Information should be managed and published so that when a decision is made, the information used should be: (a) Relevant and accessible: when decisions are made, the information used should be presented in plain and readily comprehensible language and formats appropriate for different stakeholders. It should retain the detail and disaggregation necessary for analysis, evaluation and participation. Information should be made available in ways appropriate to different audiences. (b) Timely and accurate: When decisions are made, the information used should be made available in sufficient time to permit analysis, evaluation and engagement by relevant stakeholders. This means that the information needs to be provided while planning as well as during and after the implementation of policies, decisions and programmes. Information should be managed so that it is up-to- date, accurate, and complete an unambiguous to foster confidence. Attributes of a good decision Good decisions are often judged not so much by their outcomes as they are by the principles on which they are based. Good decisions have common attributes that must transcend all arguments
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and must be based on specific structured styles, processes, and of course must benefit the organization, department, section or team that the decision maker oversees. Below are a number of specific attributes that should be apparent if a decision is to be regarded as being good: a) Purpose: Decision makers should be able to explain why a decision was made. Questions like, What was the purpose of the decision in the first place? Sometimes the reason or purpose is clear, such as the decision to replace an employee who retires. Other times, it is not apparent why a decision has been made. Examples could range from implementing a new policy in the organization, introducing some change management strategy to closing down a poorly performing department. When decisions are made to solve problems, decision makers want to know that the decision addresses the root cause and not merely the symptoms. b) Rationality: Decision makers should be able to describe how the decision was arrived at. Decision makers should be able to demonstrate that the decision was not made arbitrary without due considerations of prevailing facts. This is even more serious when dealing with important decisions that have a large impact on employees and the organization as a whole. The decision in such instances need to show that careful thought was used to make the decision and the impact of negative repercussions controlled as much as possible. c) Relevancy: Managers need to be able to articulate clearly the criteria used to discriminate the alternatives of the decision. The decision makers should be able to justify why the alternative was not taken on board. The criteria should be fair, relevant and known to all participating in the decision making process. The fairness of the decision process depends on whether the criteria used to make the decision are disclosed originally and that is where good managers thrive. d) Transparency: As already explained, the level of transparency makes it easier to explain how the criterion were weighted or scored against each other or how the process influenced the decision. Decision making ratings are driven by underlying values and to factors that are important to the organization. The weighting or scoring should reflect reasonable values and also reflect a rationalization of other values that are disclosed. e) Comprehensiveness: The decision maker should be able to demonstrate that there was adequate exploration of alternatives in contention or consideration. Thoroughness of strong microscopic scrutiny of the consequences of each alternative explored should be demonstrated. Incidentally, some decisions are never going to be right and regardless of being right or wrong, stakeholders would like to know that a broad set of options were explored and reasonable care was taken to consider the consequences of each when the decision was finally made.
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f) Authenticity. A decision must reflect that honest evaluation of the alternatives was done with an open mind. Managers should not make a decision and then use the decision process to rationalize or legitimize the process or selection of decision. Deciding first and then asking stakeholders to punch holes in the logic of the decision is not decision making. At that point, it is merely a debate and perhaps an indication of an autocratic leadership style, which is not preferred. g) Inquisitive. Decision makers must clearly be able to show to what extent they solicited others to participate in the decision making process to provide knowledge, experience, and expertise to increase the credibility of the decision. It is important to demonstrate to what extent the views of those either affected by the decision or those who would be responsible for executing the decision. It is inevitable that not all decisions are going to appear to be fair when some groups are affected disproportionately by the decision. A good decision must at least show that that the views of those most affected by the decision were heard and considered. While it doesnt necessarily take a team to vote on a decision, it makes sense to have a team participate in the decision making process to increase the chances of finding and selecting the best alternative or solution. h) Economy: Decisions must demonstrate that the time and resources consumed by the decision making process was in fact commensurate with the magnitude and importance of the decision. Decision makers must determine whether they are over-analyzing smaller problems and decisions that should perhaps be delegated and made at different levels. Granted, for really important decisions with a large impact, decision must be seen to take the appropriate amount of time to analyze the decision? The decision must provide Best Value for money. If the alternatives have an economic cost, Managers must demonstrate that if the least expensive option was selected, it didnt sacrifice features and merits viewed as important but residing in the alternative.
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Conclusion Great decision making takes practice. When we think of what makes someone a good manager, one characteristic that comes to mind is decisiveness. We do not envision successful a good manager standing around appearing unclear, confused and uncertain. Instead, we view them as people who are able to quickly arrive at their decisions and communicate the goals to others in the quickest time available. Great leaders also know when to move quickly and proceed with the available information, versus when to take more time and gather additional information. When leaders opt to pursue additional information or avenues, they must also know when to stop. While a large amount of data may be desirable in a perfect world, the data gathering process can utilize too much time, and the vast amount of data can also be paralyzing and take attention away from the big picture or key data points. Good Managers understand how to balance emotion with reason and make decisions that positively impact themselves, their employees, their customers and stakeholders, and ultimately their organizations. Making good decisions in difficult situations is no small attribute because some types of decisions involve change, uncertainty, anxiety, stress, and sometimes the unfavorable reactions of others. In order to make strategic, long-term decisions, good managers must know how to bring down the intense emotional reaction so that they can engage a different part of their expertise and qualifications which is responsible for looking at the big picture and long-term planning.
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References and Bibliography Amos Tversky and Eldar Shafir, (1992) The Disjunction Effect in Choice under Uncertainty, Psychological Science, 3 205209. Bromiley, Philip, and Devaki Rau. (2011) Strategic Decision Making. In APA Handbook of Industrial and Organizational Psychology. Vol. 1, Building and Developing the Organization. Edited by Sheldon Zedeck, 161182. Washington, DC: American Psychological Association. Cray, David, Geoffrey R. Mallory, Richard J. Butler, David J. Hickson, and David C. Wilson. (1991): Explaining Decision Processes. Journal of Management Studies 28.3 227251. Daniel Goleman, Richard E. Boyatzis, and Annie McKee, (2004) Primal Leadership, Boston: harvard business school press . Daniel H. Barlow, (2004).Anxiety and Its Disorders, Second Edition: The Nature and Treatment of Anxiety and Panic, New York: The Guilford Press. Doverspike, W. F. (2008). Risk management: Clinical, ethical, and legal guidelines for successful practice. Sarasota, FL: Professional Resource Press. Haas, L. J. & Malouf, J. L. (2005). Keeping up the good work: A practitioners guide to mental health ethics (4th ed). Sarasota, FL: Professional Resource Press. http://timoelliott.com/blog/2007/09/the_5_ingredients_of_good_deci.html http://www.deloitte.com/assets/Dcom- UnitedStates/Local%20Assets/Documents/us_consulting_globaloperatingmodels_091908.pdf Mintzberg, Henry, and James Waters. (1985): Of Strategies, Deliberate and Emergent. Strategic Management Journal 6.3 257272. Nutt, Paul C., and David C. Wilson, (2010).eds. Handbook of Decision Making. Hoboken, NJ: Wiley. Sheena Iyengar and Mark Lepper, (2000) When Choice Is Demotivating: Can One Desire Too Much of a Good Thing? Journal of Personality and Social Psychology, 9951106. Timothy D. Wilson et al., (1993) Introspecting about Reasons Can Reduce Post-Choice Satisfaction,Personality and Social Psychology Bulletin, 19 331339.