Making a Decision

Decision-making is about making proactive choices to improve an outcome or situation. It is about bringing an element of control to what otherwise would occur only by chance. Decision-making is necessary when there is more than one possible course of action, and when one cannot be certain which to choose.

In this document we highlight the key issues of planning, problem-solving and decision-making.

To make a decision, you need to have access to information that is relevant, accurate and up-to-date. Here we show you how.

This article stresses the importance of gathering information before making a decision, and how to overcome difficulties with this process.

This article outlines the essential first step of the decision-making process.

This article challenges the assumption that doing something is always better than doing nothing.

The final stage of the lifecycle of a successful decision is to review the implemented decision and evaluate the effectiveness of the process taken to reach it. This article provides a practical framework for doing this.

The process of hexagon modelling builds on the familiar technique of brainstorming for generating ideas. This article looks at the potential benefits of using this approach.

The Abilene Paradox is a management phenomenon popularly described by Jerry Harvey in his book of the same name. This article outlines the key features of the Abilene Paradox and offers some advice on how to avoid the development of ‘groupthink’.

Ambiguity can be found at all levels across an organisation. This article outlines the main challenges in working with ambiguity, and identifies practical strategies that can be used to minimise any negative impact.

This list of characteristics highlights the positive and negative traits of a decision-maker.

Common errors to avoid when entering into the decision-making process.

Our values, beliefs and attitudes shape us as people. They guide us when creating relationships and in our interactions and discussions with others. In this article we look at how our principles can both help and hinder us in our day to day lives.

Anyone who manages needs to plan. Since there is never one definite way of doing something, a crucial part of the planning process involves looking for alternatives, and then, once you have a sizeable list of options, selecting the one that is most appropriate.

Decision-making is rational and process led. Over the years a clear, delineated step-by-step technique has been developed which varies little from one organisation to another. So why is it then that so many bad decisions are still made? One reason may be the tricks that our mind can play on us when we truly believe we have come to a rational decision. This article looks at some of the experiments discussed by Dan Ariely in his book Predicatably Irrational, and examines how irrationality can affect day-to-day decision-making.

This article is designed as a basic guide to help you plan and communicate your decision. Alternatively, it can be used to help coach a member of your team who is new to the responsibility of communicating a decision.

This brief article offers some basic guidance on points to consider when implementing a decision.

This brief article will help you to tell if the information you gather is sufficient to enable you to make a decision.