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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

36. Some suggestions on decision-making:



  • Take time to deliberate, but when the time for action has arrived, stop thinking and go in. (Napoleon Bonaparte)


  • Eliminate alternatives based on the facts available, make a choice and cope with the consequences. Don't be afraid to ignore rules and rely on your underlying values (Anonymous)


  • Low-level decisions are often guided by numerous rules.


  • Managers are paid to make decisions where the rules aren't clear. (adapted from Richard Sloma, No-Nonsense Management)


  • Nothing creates more self-respect among employees than being included in the process of decision-making (Judith Barrdwick, University of California, San Diego)


  • Decision-making isn't a matter of arriving at a right or a wrong answer, it's a matter of selecting the most effective course of action from among less effective courses of action. (Philip Marvin, Developing Decisions for Action)