How to be better at reaching decisions - Part Two
How to be better at reaching decisions - Part Two
Create a list of all the factors involved – again not simply what you’d “like” or “want” these to be. Then work to understand how these will affect both yourself and the others affected by whatever you decide to do. And you need to give equal weight to both sides of this equation – not like a boss I once had who said, as a prime consideration of any decision: “We couldn’t do that! It wouldn’t make me look good!” From your consideration of all the factors you can then generate a list of possible options - even if, at this stage, you don’t feel some are feasible. The danger is in only choosing the options you want to do - or to try and justify what you’d like to do. Again, many decisions are made in this way. As much as you can, involve others in the process – people are more likely to go along with a decision they don’t particularly like if they genuinely feel they have been consulted
Methods for assessing your options
To assess your options, it’s useful to have some proven processes to work through; so here are three. Firstly, you might try a “benefit v risk” analysis for each option. Just as it suggests – list the possible options and both the benefits and risks involved with each of these. But, always remember that one risk might outweigh a hundred benefits. An example of this was the USA’s first manned moon landing. NASA were confident of getting men to the moon several years before it happened (a benefit when desperate to win the “space race” against the USSR), but weren’t as certain as they needed to be of bringing them safely back to the earth (an unacceptable risk). This example has been sadly highlighted again in the recent space shuttle tragedy. A second way of assessing is to try a “what if and what then” analysis - where you take each option and ask “what if we do this” and keep asking “what then” until you have worked through the problem and discovered if the outcome is acceptable. Thirdly, if you still have more than one option, you can try listing a range of criteria you’d like your decision to meet - and then assess each remaining option against these
Your final choice…
If you are left with a couple of decisions that are virtually identical in actions and effects, then here’s a final technical method to help you decide. Toss a coin! Honestly! With one proviso though. You must commit yourself to whichever “wins”. Of course, if, whilst the coin is in the air, you are hoping for “heads” or “tails” - why are you tossing!?
Now - let the world know
Once you’ve decided, make sure you advise everyone both involved in actioning the decision and affected by it. Try and explain both your intent in deciding (why you have needed to reach this decision) and the context in which the decision has been made (how it fits into aims, objectives and activities). This makes it easier for people to understand and action it – even if they might not totally agree with it
Making your decision “active”
Always check that the decision is then actioned in the way you want - don’t automatically assume it will be. It’s not unknown for people who don’t agree to find ways of subverting a decision; or to change it in ways they want to! Or, simply to ignore it and hope it “goes away”
And there you are. Some simple tips to help with what can be a difficult process. Good luck!
How to be better at reaching decisions Part Two - To learn more about this author, visit Gordon Veniard's Website.
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Consider factors and options
Create a list of all the factors involved – again not simply what you’d “like” or “want” these to be. Then work to understand how these will affect both yourself and the others affected by whatever you decide to do. And you need to give equal weight to both sides of this equation – not like a boss I once had who said, as a prime consideration of any decision: “We couldn’t do that! It wouldn’t make me look good!” From your consideration of all the factors you can then generate a list of possible options - even if, at this stage, you don’t feel some are feasible. The danger is in only choosing the options you want to do - or to try and justify what you’d like to do. Again, many decisions are made in this way. As much as you can, involve others in the process – people are more likely to go along with a decision they don’t particularly like if they genuinely feel they have been consulted
Methods for assessing your options
To assess your options, it’s useful to have some proven processes to work through; so here are three. Firstly, you might try a “benefit v risk” analysis for each option. Just as it suggests – list the possible options and both the benefits and risks involved with each of these. But, always remember that one risk might outweigh a hundred benefits. An example of this was the USA’s first manned moon landing. NASA were confident of getting men to the moon several years before it happened (a benefit when desperate to win the “space race” against the USSR), but weren’t as certain as they needed to be of bringing them safely back to the earth (an unacceptable risk). This example has been sadly highlighted again in the recent space shuttle tragedy. A second way of assessing is to try a “what if and what then” analysis - where you take each option and ask “what if we do this” and keep asking “what then” until you have worked through the problem and discovered if the outcome is acceptable. Thirdly, if you still have more than one option, you can try listing a range of criteria you’d like your decision to meet - and then assess each remaining option against these
Your final choice…
If you are left with a couple of decisions that are virtually identical in actions and effects, then here’s a final technical method to help you decide. Toss a coin! Honestly! With one proviso though. You must commit yourself to whichever “wins”. Of course, if, whilst the coin is in the air, you are hoping for “heads” or “tails” - why are you tossing!?
Now - let the world know
Once you’ve decided, make sure you advise everyone both involved in actioning the decision and affected by it. Try and explain both your intent in deciding (why you have needed to reach this decision) and the context in which the decision has been made (how it fits into aims, objectives and activities). This makes it easier for people to understand and action it – even if they might not totally agree with it
Making your decision “active”
Always check that the decision is then actioned in the way you want - don’t automatically assume it will be. It’s not unknown for people who don’t agree to find ways of subverting a decision; or to change it in ways they want to! Or, simply to ignore it and hope it “goes away”
And there you are. Some simple tips to help with what can be a difficult process. Good luck!
How to be better at reaching decisions Part Two - To learn more about this author, visit Gordon Veniard's Website.
Like this article? Share it with your friends
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