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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

38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data34

Numbers can be very useful in analysis and decision-making. But some things cannot be measured precisely.

Be careful not to put too much weight on these kinds of numbers, especially if they are projections. Predicting the future is a risky business.

Gather your best people together so that the collective knowledge, experience and judgement of the group is polled.

Reliance on one individual's judgement, especially for subjective decisions, is always inferior to reliance on an informed group's judgement.