Smart Decisions

Beschreibung

Today's world is complex and getting more so each day. Huge multinational corporations, international crisis and fast breaking events require most people to make decisions on a daily basis without the tools to understand the long term impact that today's decision might create. Because most people have never really been trained in how to make important complex decisions most people rely on experience, and 'gut reaction' which is okay for many decisions, but not okay for decision that will have meaningful impact on organizations and individual. Decision makers need to develop the art and science of strategic decision making. Here, Professor Thomas Martin explains the need for decision makers to modify their thinking about how they deal with acquiring and analyzing information in each of the decision-making process steps. This approach requiring thinking modification will lengthen the process, make it more complex, and to some more arduous, but the comprehensiveness of the new thinking approach should lead to improved and more effective decision making.

In this book, Dr. Martin presents a thinking modification framework that asserts that in the decision-making process, there are three situational states — a current state, future state, and a transitional state that one must deliberate in finding a solution. For each of these situational states, Martin develops an identical five-step process to determine the best decision to make. The steps of this process include:

• Change-Needing Situational Analysis
• Challenge Framing & Causal Analysis
• Generating Solution Ideas
• Choosing a Solution Set
• Implementation and Aftermath Planning

This book will appeal to decision makers, leaders, and students of management who want a specific framework that details the process behind making strategic, well-informed decisions.

Today's world is complex and getting more so each day. Huge multinational corporations, international crisis and fast breaking events require most people to make decisions on a daily basis without the tools to understand the long term impact that today's decision might create. Because most people have never really been trained in how to make important complex decisions most people rely on experience, and 'gut reaction' which is okay for many decisions, but not okay for decision that will have meaningful impact on organizations and individual. Decision makers need to develop the art and science of strategic decision making. Here, Professor Thomas Martin explains the need for decision makers to modify their thinking about how they deal with acquiring and analyzing information in each of the decision-making process steps. This approach requiring thinking modification will lengthen the process, make it more complex, and to some more arduous, but the comprehensiveness of the new thinking approach should lead to improved and more effective decision making.

In this book, Dr. Martin presents a thinking modification framework that asserts that in the decision-making process, there are three situational states — a current state, future state, and a transitional state that one must deliberate in finding a solution. For each of these situational states, Martin develops an identical five-step process to determine the best decision to make. The steps of this process include:

• Change-Needing Situational Analysis
• Challenge Framing & Causal Analysis
• Generating Solution Ideas
• Choosing a Solution Set
• Implementation and Aftermath Planning

This book will appeal to decision makers, leaders, and students of management who want a specific framework that details the process behind making strategic, well-informed decisions.

The author has developed his own approach to systematic decision making which includes:
Five Decision Making Process Steps
First Process Step: ChangeNeeding Situational Analysis
Second Process Step: Challenge Framing and Causal Analysis
Third Process Step: Generating Solution Ideas
Fourth Process Step: Choosing a Solution Set
Fifth Process Step: Implementation and Aftermath Planning
In addition he has created a cycle in which these steps should be implemented
Seven Thinking Framework Elements
Thinking Element 1: Preloaded or End State Outcome Expectations
Thinking Element 2: Creative Thinking Divergent List
Thinking Element 3: Inclusionary and Reduction Evaluation Criteria
Thinking Element 4: Critical Thinking Conditional Convergent List
Thinking Element 5: Consequence Analysis
Thinking Element 6: Backwards Feedback Looping Effects Analysis
Thinking Element 7: Final, Prioritized Decision List
By adding cases throughout this book provides readers with a system that works when approaching any big decision or change within an organization.
Decision making is hard! The world is in constant flux! Combine those 2 thoughts and we have the sense of why a systematic approach to decision making and problem solving is so important. As decisions become more complex with more intended and unintended consequences it is important that leaders of tomorrow understand how to think through problems and the decisions they make. This book is written just for them. The author has been teaching this course for the past 10 years and in lieu of finding the perfect textbook he has created and evolved his own work over time. This book includes his own system and model which he has 'test run' with his executive MBA course for the last several years. Written in a practical, nontheoretical way, this book is the perfect book for BOTH a practitioner and student market

Autor*in

Thomas N. Martin

Themen in »Smart Decisions«

Decision Making Management Situational Analysis business business strategy decision making management medicine nursing operation research organization

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“Smart Decisions is a must read and can serve as a primary or supplemental text for undergraduate and graduate strategy, analytics, decision science, and quality/organizational improvement courses. Instructors will find this book of value and interest. Summing Up: Essential. Lower-division undergraduates through faculty.” (M. J. Safferstone, Choice, Vol. 54 (4), December, 2016)

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