Decision making process and frameworks

¶ … Decision Making Process

The strategies used in making good decisions involve the use of a "step system" designed to maximize the efficacy of the process. Indeed, the very success or failure of any given decision largely rests upon the building blocks leading up to one's final conclusion. Although many people rely on so called "gut feelings" when they come to most of the decisions that govern their daily lives, by applying a more logical and systematic approach the reliability and quality of any decision can be greatly improved. This is especially true in high-stress work environments.

One excellent method that has impacted my personal and professional decision making strategy in a positive way includes four key points. Namely, these points consist of the stages known as "exploring," "assessing," "testing," and finally (and perhaps most importantly), "learning."

The first step in coming to a good decision involves exploring the situation or issue at hand. This means that I step back and consider or "explore" just what the core problem is. In essence, this involves a mental sifting of the situation. For example, if my computer printer isn't working, I must determine what the "core problem" is with my printer -- is it out of ink? Is it plugged in? Is there an issue with software? All of these issues can be assessed as part of my initial exploration of the problem, helping me reach the "core" of my focus.

A second component of the exploration phase can also include a careful consideration of the "aims" of my eventual decision or action. For example, in the case of my printer, I may consider if my aim at the present moment is to have a working printer, or simply to achieve a speedy print job of an urgent project. Identifying the pressing "aim" of the problem may involve the realization that a speedy trip to my local Kinko's might be the best focus of my efforts. Indeed, here assessing one's aims can often lead to "alternatives" that, like my Kinko's solution, may be the best solution to the problem at hand.

The next "phase" of the decision making process is one that is often overlooked. However, it is this phase that can make the difference between a "quick fix" and a decision not only learned from, but likely to be utilized in future situations. In this phase, known as "assessing," I consider similar future conditions in which I may not only apply the same decision quickly, based on my previous conclusion, but I may also envision differences that may prohibit me from taking the same action. For example, in my professional life as a Navy drill instructor, I may identify a problem with discipline that is best solved with positive verbal-inspirational motivation. However, I must also realize and envision that I may be faced with a group of individuals for whom verbal motivation based on idea-based inspiration may not be effective -- for example, where a group of individuals seem to lack a strong identifiable philosophical commitment to the Navy. In that case, I may have to use a motivation technique based on simple aversion -- perhaps an unpleasant work detail, for example. Additionally, here it is important to also consider developing specific criteria from which I can assess the applicability of a given decision in the future. Not only can this help remove the emotional component of the decision at hand, but can greatly reduce the amount of time needed in coming to a similar decision.

Of course, the next phase of the decision making process involves the actual "testing" of the decision. Here, the most important element involves the so called "sensitivity analysis" -- a step, most easily explained as an investigation into how the decision made might change under different circumstances. This step is important if only for the utility of being "prepared" should a reasonably foreseeable but slightly different circumstance arise.

Finally, in the last stage of the decision making process, one focuses on "learning." That is, one focuses primarily on the outcome of the decision. Here, one considers issues of what is known as "outcome determination." Simply put, one ponders whether the decision in question will produce the desired outcome or effect, or perhaps, in hindsight, did the decision produce the desired effect. It is at this stage that one can consider how the same processes or actions might produce a similar effect in the future, or how the process or actions might be changed or modified to produce a more favorable effect should the decision be in error. In addition, it is also here where one might consider any "missed opportunities," that may have enhanced the success of the outcome based on the decision ultimately made.