Decision Making

Abstract

Most companies believe that decision making is an independent process that occurs at a particular point in time. In reality decision making is a process, fraught with power plays, politics, personal nuances, and institutional history. Companies that recognise this make far better decisions than those who persevere in the fantasy that decisions are events they alone control. Accordingly some decision-making processes are far more effective than others. Most often, managers use an advocacy process, possibly the least productive way to get things done. They view decision making as a contest, arguing passionately for their preferred solutions, presenting information selectively, withholding relevant conflicting data so they can make a convincing case, and standing firm against opposition. Much more powerful is an enquiry process, in which people consider a variety of options and work together to discover the best solution. Moving from advocacy to enquiry requires careful attention to three critical factors: fostering constructive, rather than personal, conflict; making sure everyone knows that their viewpoints are given serious consideration even if they are not ultimately accepted; and knowing when to bring deliberations to a close. This chapter discusses in detail the strategies for moving from an advocacy to an enquiry process, as well as for fostering productive conflict, true consideration, and timely closure. The discussions in the chapter intend to offer a framework for assessing the effectiveness of managerial decision making process.