Decision Making Skills Achala Dahal Nabin Chapagain Nepal

Decision Making Skills Achala Dahal/ Nabin Chapagain Nepal Administrative Staff College

Forethought 2 Some are easy like… Some are difficult like…

How decision matters ? 3

Decision matters 4 Organization Team Relation Individual as a officer…

5 “A Decision is a Judgment. ” - INTUITION Peter Drucker (Gut Feeling – past experience and personal values) REASONING/JUDGEMENT (Facts and Figures)

Five Types of Learners -Janis and Mann 7 The bulldozer The sheep The shuffler The alarmist The stickler

Decision-Making Process 8 The process of recognizing and defining the nature of a decision situation, identifying alternatives, choosing the “best” alternative, and putting it into practice. For us, of course it is optimization of service delivery time, resources and many more. Officers make decisions about both problems and opportunities.

9 Decision making- essence of managerial function

10 Decisions in Managerial Functions Decisions in Planning Decisions in Organizing Decisions in Leading Decisions in Controlling

Decision Making Components 11 Environment Decision Making Tools Decision Making Realities q Authorities in Decision Making Influencing Factors in Decision Making Six Cs

Decision Making Environment 12

Decision Making Realities 13 Everybody has their own unique set of values: what they believe to be important. The decisions that you make will, ultimately, be based on your values. That means that the decision that is right for you may not be right for someone else.

Decision making Styles/approaches 14 n a i r a orit h t u A Dem ocrat ic Laissez-faire Which style or approach suits you ?

Approaches/Styles to Decision Making 15 No one style appropriate for all situations. Occasions when one style rather than any other is more likely to produce better quality decisions implemented with greater success. Each style has a probability of getting results depending on the maturity of followers and the situation. Need to adopt a flexible approach by varying style in response to the nature of the decision and the context in which it is made and ultimately implemented.

Decision making tools 16 1. 2. 3. 4. 5. 6. 7. Problem Restatement technique SWOT analysis/ PEST analysis / Stakeholder analysis / Spoiler analysis Pareto principle: 80% of unfocussed effort generates only 20% of results. The remaining 80% of results are achieved with only 20% of the effort Brainstorming/ Delphi Technique / Nominal Group Technique Cause and effect Cost benefit analysis Six thinking Hats

Six Thinking Hats 17

18 Six Thinking Hats- Team Decision Making

19 Six Thinking Hats- Team Decision Making

20 Six Thinking Hats- Team Decision Making

21 Six Thinking Hats- Team Decision

Factors influencing decision making 23 Cognitive and personal biases Emotional bias Skills and competencies Situational factors Instrumental factors Integrity and ethics Powers Political Legal, Social, Technological Administrative Muscle, Money…

Six Cs of Decision making 24 Construct: A clear picture of precisely what must be decided Compile: A list of requirements that must be met Collect: Information on alternatives that meet the requirements Compare: Alternatives that meet the requirements Consider: The “what might go wrong” factor with each alternative Commit: To a decision and follow through with it.

Personal trap in decision making 25 Not willing to come out of comfort zone Fear and biasness in thinking and analysis Getting lost in minutia Seeking unanimous approval Willing to decide beyond authority

System trap in decision making 26 Too little, inaccurate or wrong information Overlook viable alternatives or waste time considering alternatives beyond realistic prospects Not following the six Cs Failure to clearly define the expected results Worst of all, failure to reach a decision

System thinking is crucial “Maybe pushing on that wall to the left will give some space. ” 27

“Oops!” 28

Considerations Priority Ethics Standards Implementation Teams and Network Technicalities Indecisiveness and Decline Diversity Risk propensity

Conclusion 30 No organization can run without making decisions Wellbeing of an organization depends almost on the quality of its decisions Make decisions based on rational process rather than temporary feelings Make a habit of reevaluating own decisions: remove biases and errors System thinking is crucial for organizational decisions

31 Thank you for your Co-operation and Participation.