1. Define the required decision. What decision do you really want to
make? If the resolution is not clearly stated, the answer at the end of the
process may not sufficiently match the problem you had at the start. That is,
there is a difference between making a decision as to how
to increase sales over a period of six
months and as regards how to increase
sales by ten percent over a period of six months.
It could further help to
state the task with a focus on deciding
rather than on the problem. In other words, the sentence how do we
increase sales by ten percent over a six-month period? might be
better than one that says sales are ten percent less than they are supposed to be over
a six-month period.
The former (sentence) urges
you on in the direction of finding a solution. It could help you keep your
sights on what is to be done, as it not only identifies the problem but also
calls you to action in a specific direction. The latter,
while indeed also pointing out the problem, tends to blur the all-important need for a deed.
2. Gather pertinent facts and figures. Good decisions normally
come from a good body of information. It is important to have a healthy
understanding of the issues related to the challenge faced. Without relevant
knowledge, it might be difficult doing what is required in step 3.
3. Propose possible solutions. This step involves making a good
list of interchangeable decisions that solve the problem in their own way.
4. Select the best suggestion. The question here is, how effectively
and efficiently does each of the alternative decisions listed in (3) address
the challenge?
A useful approach is
rating the suggested solutions from strongest to weakest. To do this, you need
to identify the most important aspects of the solution. That means recognising
the specific needs the solution must especially satisfy. To make this clearer,
let us go back to our example of increasing
sales by ten percent over a time span of six months.
Some key need areas would
likely be:
-
What costs does each alternative solution entail?
-
How much effort on the part of the sales team is required in
each case?
-
Can the ten percent targeted increase actually be surpassed?
The significance of each of such
considerations should always be in sight, for a fuller perspective.
5. Revisit steps 1 to 4. Just in case a key issue was
somehow not factored in, or the required decision was not well-framed, it is
necessary to review the first four stages. This can prevent unnecessary, expensive
mistakes.
6. Implement the chosen decision. The selected option can now be put
in motion. It becomes necessary, sometimes, to adopt combinations of two or
more decisions.
7. Evaluate the effect. How well does the decision you have
picked solve the problem? If not so well, could implementation be the reason?
If the implementation looks flawless, you may have to check the first four
steps once again.
By the way
Indeed, we said decision-making could
be a simple, seven-step process. The reality, it must be said, is that human
judgment is not always sober and based on information on the table. Decision-making
can be influenced by such powerful internal and external forces as intuition,
emotion and amount of time available.
Rupert Chimfwembe
21 November, 2016