• What are the obstacles that hamper successful decision-making?
• What are the downsides of group decision-making?
• How does our management style affect the process of decision-making?
• And why is rational thinking overrated?

The following article discusses tools for the management of decision-making processes under changing conditions.

Decision-Making with Style

Try to recall an important decision which you were a part of in the past 6 months. Think of the most significant choice you had to make in your organization. How was this decision taken? Did the senior manger make the call after consulting with several assistants? Was it a majority rule? Was it a consensus decision? Were objective facts and information the driving force behind it, or intuitions and feelings? How long did it take to make the final decision?
Some of us tend to make our major decisions on our own, while others prefer to do it after hearing the opinions and exploring the options with others. We also differ in the time we take to make a decision, and in our need to base it on factual analysis or on intuition. In other words, each of us has a characteristic personal decision-making style.
The managerial decision-making style may be mapped using three axes:

• Decision-making speed: on the one end you have the impulsive decision-makers, who do no stop to consider the results of their choices, while on the other extreme you'll find those who postpone and avoid making any decision in fear of taking responsibility for it.
• Collection of information: to what extent does the manager base their decisions on an analysis of data as opposed to intuition and an internal compass.
• Sharing: the extent and manner by which managers involve and include others in the collection of information and in the making of the decision itself.

Usually, when we think of the first axis - decision-making speed - the common view about postponing a decision is negative ("How long must we wait for his decision?"). Indeed, some situations call for an early resolution before things get out of hand and a greater problem is faced. However, on other situations a hasty decision may very costly. In other cases things may be resolved by themselves (one may say that it is better "to decide not to decide" then).

The second and third axes (collection of information and sharing) provide a framework for describing five typical managerial decision makers:

• The Lone Wolf: this manager never consults with anyone and decides on everything by himself.
• The Surveyor: this type of manager does not hold a discussion before the decision, but rather samples the views of people involved (in a kind of referendum), and decides according to the majority view.
• The Authoritarian: this manager consults and listens to others to draw ideas and directions, but makes the final decision by himself.
• Semi-Democratic: this manager holds a discussion and strives for a collective decision, yet keeps the right of veto on certain decisions.
• Harmonic: this manager consults and reaches a common agreement, usually through a consensus (e.g. where others have the right of veto as well).

• Is it vital to make a decision, and if so - how urgent is it?
• What information is required in order to make a calculated choice, and when is it necessary to go ahead even with partial information?
• Who need to be a part of
  Business Management Case Study; Franchisor Responsibility to Update UFOC Exhibit Pages
  Many executive management teams have chosen to use franchising as an option to grow their businesses and sell more products and services, while receiving additional royalties from the franchise outlets. Each one of these outlets must be listed in the Uniform Franchise Offering Circular or UFOC, as required by both Federal and some State regulatory bodies. The Uniform Franchise Offering Circular are to be given to each potential franchise buyer 10 days prior to purchase.It is very important for the Franchisor Business Management Team to have in place a system, which can constantly update the information in the UFOC exhibits, which are attached to The Uniform Franchise Offering Circular. Often, there seems to be discrepancies between information and the uniform franchise offering circular and the franchise agreement with what is in the exhibit pages where the number of outlets and names and addresses of each franchisee are listed. In the litigation section it is not required to cross reference the exhibit pages of franchise outlets names and phone numbers, although sometimes they do not match. This is because a franchise in litigation may have been terminated from the franchise system and is no longer an outlet and therefore that person is no longer a franchisee.Additionally the company name that they use may not be their actual name and it will be difficult to find out who they are or contact them. I can tell you, as a former Franchisor that it is a major issue to keep the outlets pages organized and all the phone numbers, as they change and sometimes when they are being built there is no phone number yet and people with unlisted numbers may ask NOT to have their numbers listed for privacy reasons, I have had many such requests, because too many people call and the franchisee wants to have a family life and run their business not answer testimonial phone call demands, how can you blame them.There should be NO franchisees numbers or addresses listed in my opinion, as it is only used by lawyers
  d it take to make the final decision?
  Some of us tend to make our major decisions on our own, while others prefer to do it after hearing the opinions and exploring the options with others. We also differ in the time we take to make a decision, and in our need to base it on factual analysis or on intuition. In other words, each of us has a characteristic personal decision-making style.
  The managerial decision-making style may be mapped using three axes:
  
  • Decision-making speed: on the one end you have the impulsive decision-makers, who do no stop to consider the results of their choices, while on the other extreme you'll find those who postpone and avoid making any decision in fear of taking responsibility for it.
  • Collection of information: to what extent does the manager base their decisions on an analysis of data as opposed to intuition and an internal compass.
  • Sharing: the extent and manner by which managers involve and include others in the collection of information and in the making of the decision itself.

  
  Usually, when we think of the first axis - decision-making speed - the common view about postponing a decision is negative ("How long must we wait for his decision?"). Indeed, some situations call for an early resolution before things get out of hand and a greater problem is faced. However, on other situations a hasty decision may very costly. In other cases things may be resolved by themselves (one may say that it is better "to decide not to decide" then).
  
  The second and third axes (collection of information and sharing) provide a framework for describing five typical managerial decision makers:
  

  • The Lone Wolf: this manager never consults with anyone and decides on everything by himself.
  • The Surveyor: this type of manager does not hold a discussion before the decision, but rather samples the views of people involved (in a kind of referendum), and decides according to the majority view.
  • The Authoritarian: this manager consults and listens to others to draw ideas and directions, but makes the final decision by himself.
  • Semi-Democratic: this manager holds a discussion and strives for a collective decision, yet keeps the right of veto on certain decisions.
  • Harmonic: this manager consults and reaches a common agreement, usually through a consensus (e.g. where others have the right of veto as well).
  
  
  Flexible decision-making - according to the situation
  In order to improve the quality of decision-making, we should begin by recognizing our typical decision-making style and that of our co-workers. In addition, as managers, we must understand that different situations call for different decision-making strategies and techniques. Therefore, we have to acquire new mechanisms for making decisions, so that we may choose the way we tackle a situation according to its characteristics.
  There are three central questions we need to ask ourselves whenever we are about to make a managerial decision:
  
  • Is it vital to make a decision, and if so - how urgent is it?
  • What information is required in order to make a calculated choice, and when is it necessary to go ahead even with partial information?
  • Who need to be a part of
    Commit to Excellence!
    The potential for success lies within you. Granted you must be brave, committed and flexible; you also must remain clearly focused on your goal. Whether that goal is to build a small customer base or you intend to capture a large market share, your commitment to excellence in relation to your customers and your product or service can be the key ingredient to your success.Remaining compassionate while staying on track can be a bit of a trick. While at times a valued customer may have special needs and you might want to go that extra mile for them, you must clearly distinguish when and where to draw the line. Yes, be flexible but don't get taken advantage of. Give them anything you can while remaining true to yourself.If a customer needs to be a little late for an appointment or requires an extension on the pay-by date and you can accommodate them do so with stipulation. Help them to recognize there is a limit to your understanding and generosity. Don't just blindly let them slide into a bad habit.Sometimes the hardest thing to do is “fire” a customer or client. You may consider that impertinent, or even unrealistic, however if a customer or client is overly demanding, constantly late, or in any manner inconsiderate, you don't have to continue to service them. They may ultimately wind up costing you more than they are worth.Recently, I read about a young woman who had built a thriving company. She permitted her biggest client to constantly stretch their pay-by date and when her client suddenly filed bankruptcy she was faced with down-sizing her business. The end result of the loss of this business client forced her to impose a pay-cut on her employees and herself. Thankfully, her company survived; could yours? Let us recognize the lesson revealed by her setback. Don't be afraid to say “no” when you are uncomfortable with a situation.To be truly successful in business today, competitiveness, compassion and clarity of vision are entrepreneurial musts.
    is of data as opposed to intuition and an internal compass.
  • Sharing: the extent and manner by which managers involve and include others in the collection of information and in the making of the decision itself.

  
  Usually, when we think of the first axis - decision-making speed - the common view about postponing a decision is negative ("How long must we wait for his decision?"). Indeed, some situations call for an early resolution before things get out of hand and a greater problem is faced. However, on other situations a hasty decision may very costly. In other cases things may be resolved by themselves (one may say that it is better "to decide not to decide" then).
  
  The second and third axes (collection of information and sharing) provide a framework for describing five typical managerial decision makers:
  

  • The Lone Wolf: this manager never consults with anyone and decides on everything by himself.
  • The Surveyor: this type of manager does not hold a discussion before the decision, but rather samples the views of people involved (in a kind of referendum), and decides according to the majority view.
  • The Authoritarian: this manager consults and listens to others to draw ideas and directions, but makes the final decision by himself.
  • Semi-Democratic: this manager holds a discussion and strives for a collective decision, yet keeps the right of veto on certain decisions.
  • Harmonic: this manager consults and reaches a common agreement, usually through a consensus (e.g. where others have the right of veto as well).
  
  
  Flexible decision-making - according to the situation
  In order to improve the quality of decision-making, we should begin by recognizing our typical decision-making style and that of our co-workers. In addition, as managers, we must understand that different situations call for different decision-making strategies and techniques. Therefore, we have to acquire new mechanisms for making decisions, so that we may choose the way we tackle a situation according to its characteristics.
  There are three central questions we need to ask ourselves whenever we are about to make a managerial decision:
  
  • Is it vital to make a decision, and if so - how urgent is it?
  • What information is required in order to make a calculated choice, and when is it necessary to go ahead even with partial information?
  • Who need to be a part of
    Transitioning to a Different Job
    The process of changing employers may be very difficult if one is not prepared. Though the process tends to happen less frequently as individuals progress down a given career path, it is important to have a set of standards for entering a new work environment.First and perhaps most importantly, is to be very out going. Smiles and manners go a long way in a first encounter with a new co-worker. Meeting new people is only a challenge when you appear uncomfortable.Move swiftly, lethargic non-responsive individuals appear lazy and unmotivated. The more you move the more energy you appear to have to others. Negative body language raises inherit social responses; most are negative when put in a work environment. If you have your office or work space, take the time to make as many trips around the office as you can, also try to talk to your new co-workers as much as you can.Lastly, avoid any conversation which contains gossip or negative subject matter. The "office paparazzi" can make a transition longer than it needs to be by tampering with the environment. New inhabitants may find murky waters when it is filled with gossip swill.Follow these simple rules and you will find your transitions fast and smooth. Remember you are the "new person," it is up to you!
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  • The Lone Wolf: this manager never consults with anyone and decides on everything by himself.
  • The Surveyor: this type of manager does not hold a discussion before the decision, but rather samples the views of people involved (in a kind of referendum), and decides according to the majority view.
  • The Authoritarian: this manager consults and listens to others to draw ideas and directions, but makes the final decision by himself.
  • Semi-Democratic: this manager holds a discussion and strives for a collective decision, yet keeps the right of veto on certain decisions.
  • Harmonic: this manager consults and reaches a common agreement, usually through a consensus (e.g. where others have the right of veto as well).
  
  
  Flexible decision-making - according to the situation
  In order to improve the quality of decision-making, we should begin by recognizing our typical decision-making style and that of our co-workers. In addition, as managers, we must understand that different situations call for different decision-making strategies and techniques. Therefore, we have to acquire new mechanisms for making decisions, so that we may choose the way we tackle a situation according to its characteristics.
  There are three central questions we need to ask ourselves whenever we are about to make a managerial decision:
  
  • Is it vital to make a decision, and if so - how urgent is it?
  • What information is required in order to make a calculated choice, and when is it necessary to go ahead even with partial information?
  • Who need to be a part of
    The Perfect Fundraiser - Make Money by Making a Difference
    Over the years I have donated thousands of dollars to all kinds of groups to help raise money. I am on some kind of list because I get tons of solicitations each day. Donor fatigue has set in. There is so much need and we can only give so much. The problem with fund raising is that the person who gives doesn't get anything of value back other than a feeling of doing the right thing but for most people it isn't enough.The Federal tax laws prohibit non profits from exchanging anything of value in exchange for donations. But I have discovered a way that gets around donor fatigue and the above mentioned federal prohibition.Since law school when I read the horror stories of what happens to kids when their parents die without a will, I have been a fiend on parents of minors having wills (saying who the guardians should be should the parents die) and given that 7 out of 10 people don't have wills this seems pretty important to talk about. Look at the incredible mess due to Anna Nicole Smith not having a will. I don't have children but I love my 3 French Bulldogs like my own babies. So I was really excited to find information about a legal insurance plan that gives its members a free will just for trying their month to month service. In fact as a fund raising idea for any non profit who wants to make money all they have to do is pay a one time $49 fee to get involved and then $20 a month for the ability to take sign ups on the website they give you so that you can sell the membership plan or identity theft shield and have all the commissions deposited as earned (daily, weekly, how ever often people buy) directly into the bank account of a member of the non profit organization. The receiver then donates all the money earned to the non profit and takes the write off on their taxes, up to 50% of their adjusted gross income.For each $26 a month legal plan that is bundled with the $9.95 a month ID Theft Shield the non profit would get a commission of $34.57 . If you can do that 5 times in your first 45 days y
    -making - according to the situation
    In order to improve the quality of decision-making, we should begin by recognizing our typical decision-making style and that of our co-workers. In addition, as managers, we must understand that different situations call for different decision-making strategies and techniques. Therefore, we have to acquire new mechanisms for making decisions, so that we may choose the way we tackle a situation according to its characteristics.
    There are three central questions we need to ask ourselves whenever we are about to make a managerial decision:
    
    • Is it vital to make a decision, and if so - how urgent is it?
    • What information is required in order to make a calculated choice, and when is it necessary to go ahead even with partial information?
    • Who need to be a part of the decision-making process, and to what extent?

    
    Let us demonstrate the use of the above questions through several examples:
    Example A: The organization has grown and needs to be moved to a new office building. The Operations Manager is required to choose the location for the new building. His decision will probably have a direct influence on all departments, and it is desirable to make them a part of the process. This will often contribute to the quality of the decision (providing a more holistic view of the implications of the decision), and will also lower levels of resistance once the decision is made (as everyone had a chance to express their concerns and suggestions and where involved early in the process).
    The decision does not seem to be an urgent one, as well. In such a scenario the Operations Manager may prepare initial information on available choices, costs, and considerations. Later - others may be made part of the decision buy presenting three or four acceptable options, to be decided by the majority. The Surveyor style is most appropriate.
    
    Example B: One of your employees was caught stealing company equipment. Your decision will not directly affect other employees (they might learn from the way you handle the case). The best tactics in this case would be a thorough investigation of the facts, and if in fact the employee has committed the theft, it should be handled without delay and in an authoritarian manner - discharging the employee. It is advisable to consult with the HR department and the legal department, to make sure the dismissal adheres to all legal procedures.
    
    Example C: You come across a significant business opportunity for your organization, but a quick response and action is needed in order to grab it. It is obvious that others will be influenced by the decision, and must therefore be a part of it. In order not to lose time you may call an urgent interdisciplinary meeting, collecting vital information from all participants before making a common and more balanced decision, taking into consideration the various risks and benefits. A group decision will also allow other the chance to agree and support the new business direction.

    
    The Age of Rationality and its dangers
    

    If we seek to improve the way we make decisions, understanding the situation and adopting the appropriate decision-making style is hardly enough. The crossroads in which we choose the directions to our future carry with them quite a few traps and obstacles that may fail us. Following is a discussion of some well-known pitfalls of decision-making processes, along with relevant tools and measures to face those dangers.
    The modern age has seen the rise of rational thinking to a position of supremacy. This has gone so far as to lead to the illusion that human can and should try to be perfect decision-makers. The unequivocal belief in the rationality of man is based on the modern view of man, on western philosophy and on the rise and achievements of science in the past two centuries. However, there is still a lot of evidence of the limits of human rationality. We know of the limited ability to collect and process decision-related information, the subjective interpretation of facts, and the effects of personality and culture on decisions.
    Consider, for instance, a meeting in which the participants have to make a certain decision. In most