SummaryThe decision making process is a method of gathering information, assessing alternatives, and making a final choice with the goal of making the best decision possible. In this article, we detail the step-by-step process on how to make a good decision and explain different decision making methodologies. Show
We make decisions every day. Take the bus to work or call a car? Chocolate or vanilla ice cream? Whole milk or two percent? There's an entire process that goes into making those tiny decisions, and while these are simple, easy choices, how do we end up making more challenging decisions? At work, decisions aren't as simple as choosing what kind of milk you want in your latte in the morning. That’s why understanding the decision making process is so important. What is the decision making process?The decision making process is the method of gathering information, assessing alternatives, and, ultimately, making a final choice. The following seven step process is intended for challenging decisions that involve multiple stakeholders, but this process can be used for something as simple as what cereal to pour into your breakfast bowl in the morning. The 7 steps of the decision making processStep 1: Identify the decision that needs to be madeWhen you're identifying the decision, ask yourself a few questions:
These questions are all common goal setting techniques that will ultimately help you come up with possible solutions. When the problem is clearly defined, you then have more information to come up with the best decision to solve the problem. Read: 22 types of business objectives to measure successStep 2: Gather relevant informationGathering information related to the decision being made is an important step to making an informed decision. Does your team have any historical data as it relates to this issue? Has anybody attempted to solve this problem before? It's also important to look for information outside of your team or company. Effective decision making requires information from many different sources. Find external resources, whether it’s doing market research, working with a consultant, or talking with colleagues at a different company who have relevant experience. Gathering information helps your team identify different solutions to your problem. Step 3: Identify alternative solutionsThis step requires you to look for many different solutions for the problem at hand. Finding more than one possible alternative is important when it comes to business decision-making, because different stakeholders may have different needs depending on their role. For example, if a company is looking for a work management tool, the design team may have different needs than a development team. Choosing only one solution right off the bat might not be the right course of action. Read: What is decision tree analysis? 5 steps to make better decisionsStep 4: Weigh the evidenceThis is when you take all of the different solutions you’ve come up with and analyze how they would address your initial problem. Your team begins identifying the pros and cons of each option, and eliminating alternatives from those choices. There are a few common ways your team can analyze and weigh the evidence of options:
Step 5: Choose among the alternativesThe next step is to make your final decision. Consider all of the information you've collected and how this decision may affect each stakeholder. Sometimes the right decision is not one of the alternatives, but a blend of a few different alternatives. Effective decision-making involves creative problem solving and thinking out of the box, so don't limit you or your teams to clear-cut options. One of the key values at Asana is to reject false tradeoffs. Choosing just one decision can mean losing benefits in others. If you can, try and find options that go beyond just the alternatives presented. Step 6: Take actionOnce the final decision maker gives the green light, it's time to put the solution into action. Take the time to create an implementation plan so that your team is on the same page for next steps. Then it’s time to put your plan into action and monitor progress to determine whether or not this decision was a good one. Step 7: Review your decision and its impact (both good and bad)Once you’ve made a decision, you can monitor the success metrics you outlined in step 1. This is how you determine whether or not this solution meets your team's criteria of success. Here are a few questions to consider when reviewing your decision:
If this solution was not the best alternative, your team might benefit from using an iterative form of project management. This enables your team to quickly adapt to changes, and make the best decisions with the resources they have. Types of decision making modelsWhile most decision making models revolve around the same seven steps, here are a few different methodologies to help you make a good decision. Rational decision making modelsThis type of decision making model is the most common type that you'll see. It's logical and sequential. The seven steps listed above are an example of the rational decision making model. When your decision has a big impact on your team and you need to maximize outcomes, this is the type of decision making process you should use. It requires you to consider a wide range of viewpoints with little bias so you can make the best decision possible. Intuitive decision making modelsThis type of decision making model is dictated not by information or data, but by gut instincts. This form of decision making requires previous experience and pattern recognition to form strong instincts. This type of decision making is often made by decision makers who have a lot of experience with similar kinds of problems. They have already had proven success with the solution they're looking to implement. Creative decision making modelThe creative decision making model involves collecting information and insights about a problem and coming up with potential ideas for a solution, similar to the rational decision making model. The difference here is that instead of identifying the pros and cons of each alternative, the decision maker enters a period in which they try not to actively think about the solution at all. The goal is to have their subconscious take over and lead them to the right decision, similar to the intuitive decision making model. This situation is best used in an iterative process so that teams can test their solutions and adapt as things change. Tracking key decisions can be challenging when not documented correctly. Learn more about how a work management tool like Asana can help your team track key decisions, collaborate with teammates, and stay on top of progress all in one place. Try Asana for work management Step 1: Identify the decision. You realize that you need to make a decision. ... . Step 2: Gather relevant information. ... . Step 3: Identify the alternatives. ... . Step 4: Weigh the evidence. ... . Step 5: Choose among alternatives. ... . Step 6: Take action. ... . Step 7: Review your decision & its consequences.. The first step in the decision making process is Identifying a problem which means examine the problem more closely and understand the cause of a problem. A decision-making process is a series of steps taken by an individual to determine the best option or course of action to meet their needs. In a business context, it is a set of steps taken by managers in an enterprise to determine the planned path for business initiatives and to set specific actions in motion. The four categories of decision making. 1] Making routine choices and judgments. When you go shopping in a supermarket or a department store, you typically pick from the products before you. ... . 2] Influencing outcomes. ... . 3] Placing competitive bets. ... . 4] Making strategic decisions. ... . The constraint of decision making research..
"When did it occur" and "how did it occur" are questions associated with which step of the decision making process?
Diagnosis and analysis of causes
Examples of nonprogrammed decisions would include the decision to:
Develop a new product or service.
When managers know which goals they wish to achieve, but information about alternatives and future events is incomplete, the condition of _____ exists.
At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that he will be visiting to drop off packages. This can best be described as what kind of decision?
The condition under which ambiguity occurs is when:
Alternatives are difficult to define.
The classical model of decision making is based on _____ assumptions.
The essence of _____ is to choose the first solution available.
The _____ model of decision-making is useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take.
Which of these styles is adopted by managers who have a deep concern for others as individuals?1) Analytic2) Conceptual3) Behavioral4) Classical 5) Logical
When managers base decisions on what has worked in the past and fail to explore new options, they are:
Perpetuating the status quo.
_______ decisions are associated with decision rules.
_______ is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation.
_________ refers to the process of identifying problems and then resolving them.
The _____ is the individual who is assigned the role of challenging assumptions made by the group.
The _____ model of decision making is most valuable when applied to _____.
Classical; programmed-decisions
Which of the following is the process of forming alliances among managers during the decision making process?1) Coalition building2) Networking3) Passing the buck4) Socializing 5) Satisficing
Research has identified four major decision styles. These include all of the following except _____.1) behavioral2) directive3) conceptual4) analytical 5) authoritative
Which of the following is the first step in the managerial decision making process?1) Development of alternatives2) Diagnosis and analysis of causes3) Selection of desired alternatives4) Recognition of decision requirement 5) Evaluation and feedback
4) Recognition of decision requirement
Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a:
The concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions is known as:
Managers are considered to have a(n) _____ style when they prefer to consider complex solutions based on as much data as they can gather.
All of the following are characteristics of the classical decision-making model except:1) clear-cut problems and goals.2) conditions of certainty.3) rational choice by individual for maximizing outcomes.4) limited information about alternatives and their outcomes. 5) all of these are characteristics of classical decision-making model.
4) limited information about alternatives and their outcomes.
Most managers settle for a _____ rather than a _____ solution.
Nordstrom Department store's "No questions asked - Return's Policy" is an example of a(n):
Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?
Programmed decisions are made in response to ______ organizational problems.
Bierderlack has a policy that states that more than three absences in a six-month period shall result in a
Good examples of _____ decisions are strategic decisions.
When a small community hospital decides to add a radiation therapy unit, it is considered a:
Associated with the condition of _____ is the lowest possibility of failure.
Which of the following means that all the information the decision-maker needs is fully available?a. Certaintyb. Riskc. Uncertaintyd. Ambiguity e. None of these
Under conditions of _____, statistical analyses are useful.
Which of the following means that a decision has clear-cut goals and that good information is available, butthe future outcomes associated with each alternative are subject to chance?a. Certaintyb. Riskc. Uncertaintyd. Ambiguity e. Brainstorming
_____ means that managers know which goals they wish to achieve, but information about alternatives and
Which of the following has the highest possibility of failure?a. The condition of certaintyb. The condition of ambiguityc. The condition of uncertaintyd. The condition of risk e. All of these
b. The condition of ambiguity
_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing
Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best
Which of these assumptions are included in the classical model of decision making?a. Problems are unstructured and ill defined.b. The decision-maker strives for conditions of certainty.c. Criteria for evaluating alternatives are unknown.d. The decision-maker selects the alternatives that will minimize the economic return to theorganization. e. The situation is always uncertain.
b. The decision-maker strives for conditions of certainty.
Which approach defines how a decision-maker should make decisions?a. Normativeb. Scientificc. Descriptived. Reflective e. Humanistic
_____ approach describes how managers actually make decisions, where as _____ approach defines how a
The _____ model of decision making describes how managers actually makes decisions in situations
Melissa is a manager at InStylez Clothing. Her job is very complex and she feels that she does not haveenough time to identify and/or process all the information she needs to make decisions. Melissa's situation is mostconsistent with which of the following concepts?a. Bounded rationalityb. The classical model of decision makingc. Satisficingd. Brainstorming e. Scientific management
All of the following are characteristics of the administrative decision-making model except:a. vague problem and goals.b. conditions of certainty.c. limited information about alternatives and their outcomes.d. satisfying choice. e. all of these are characteristics of administrative decision-making model.
b. conditions of certainty.
The _____ model closely resembles the real environment in which most managers and decision-makers
Jefferson Inc. is an information technology consulting firm located in Washington D.C. Decisions atJefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision-making model fits best for this organization?
_____ is the last step in the decision-making process.
The decision-maker must _____ once the problem has been recognized and analyzed.
Which style is used by people who prefer simple, clear-cut solutions to problems?
Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year’s
Being influenced by initial impressions
_____ refers to the tendency of people in groups to suppress contrary opinions. |
Is the step in which managers analyze underlying causal factors associated with the decision situation during a decision making process?
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