Effective Decisions

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Effective Decisions Functioning Comunications

• Klaus Werdenich, Erwin Olszewski

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Effective Decisions

• Dont make a great many decisions.
• Concentrate on the important ones.
• Dont hurry in decision making.
• Know what the decision is all about.
• Be able to distinguish between right and. wrong
  compromises.

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Elements of the Effective Decision Process

• Four Types of Occurences
• Specifications of Decision
• What is Right
• Converting into Action
• Feedback

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Four Types of Occurences

• Truly generic
• Unique for the individual institution, but
  actually generic
• Truly exceptional, truly unique
• First manifestation of new genus

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Specifications of Decision

• Short and clear specifications.
• Most difficult and most important step in the
  decision process.
• What does the decision have to accomplish?
• What are the minimum goals it has to attain?
• boundary conditions
• An effective decision needs to satisfy the
  boundary conditions.

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What is Right

• Solution that will fully satisfy the boundary
  conditions.
• The question What is right? leads to
  effectivness not What is acceptable?
• One always has to compromise in the end.
• A subordinate can only make the right compromise,
  when he knows what right is.

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Converting into Action

• Most time-consuming step of the decision process.
• Carrying the decision out in the specific steps,
  has to be someones work assignment and
  responsibility.

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Converting into Action (2)

• Who has to know of this decision?
• What action has to be taken?
• Who is to take it?
• What does the action have to be, so that the
  people who have to do it, can do it?

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Feedback

• Bulid the feedback into the decision to provide
  continual testing.
• Dont rely on the feedback of whom the order was
  given!
• Go and look yourself!

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Conclusion

• Distinguish between generic and exceptional
  problems.
• Make the boundary conditions.
• Find a right solution that will satisfy the
  boundary conditions.
• Build the action into the decision to carry it
  out.
• Get the feedback, that tests the validity and
  effectivness of the decision by yourself.

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Part 2.

• A decision is a judgement.
• Is a decision really necessary?
• Develop disagreement.

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Judgement.
opinion
criteria validate or disapprove the opinion
untested hypothesis

• appropriate meassurement
• not traditional
• feedback before decision

test opinion
enables
fact
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Is a decision really necessary ?

• Decisions are always interrelated with risk
• When is it worth risk to make a decision?
• A situation degenerates if nothing is done
• Balance of benefits greatly outweigh cost and
  risk
• Compare effort and risk of action to risk of non
  action.

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Develop disagreement.

• Effective decisions are based on conflicting
  views
• Lead to alternatives and insight
• Disagreement tolerance stimulate imagination
• Imagination results in alternatives
• Alternatives are a fallback if the decision turns
  out to be wrong
• Protects against plausible but wrong or
  incomplete decisions
• ? disagreement converts plausible into right and
  right into good decisions.

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Functioning communication

• 4 major criteria
• Communication is perception
• Communication is expectation
• Communication makes demands
• Communication and information are different
• Perception has primacy rather than information.

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Communication in organisations

• Communication gap in organisations
• Downward/upward communication
• How to overcome the communication gap ?
• Communicate from one member of us to another
• Management by objectives
• The most perfect communication is based on shared
  experience.

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• thanks a lot.