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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)
close this folderDecision-making I
View the document(introduction...)
View the document33. Separate the managers from the leaders30
View the document34. Back up your decision-making with planning31
View the document35. Don't let decision-making bring you down32
View the document36. Some suggestions on decision-making:
View the document37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive33
View the document38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data34
View the document39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it35
View the document40. Don't analyse a problem to death. Avoid ''paralysis by analysis''36

35. Don't let decision-making bring you down32

If you only have a hammer, you think every problem is a nail. endy Leebov, Ed.D.

There are creative tools to help individuals and teams make decisions without having agonising, endless debates.

Some common decision-making exercises include:

  • Brainstorming lets your mind go to think of as many ideas as you can as fast as you can. Record as many as possible in case you forget them. Criticism is not allowed because it slows down the flow of ideas.
  • Flowcharts are pictures of processes that show every step of the process and how steps relate to one another. This helps to see the situation to determine exactly where change is needed.
  • Tree diagrams look like trees with several branches. They show the breakdown of large questions, goals or problems. This exercise helps you move from the general to the specific in an organised way. An easy way to get started is to ask, "why" at every branch.