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Decision Making Prosess

The document outlines a 7-step process for decision making: 1) identify the decision, 2) gather relevant information, 3) identify alternatives, 4) weigh the evidence, 5) choose among alternatives, 6) take action, and 7) review the decision and consequences. Some benefits of effective decision making include saving time, money and energy, giving a sense of achievement, distinguishing the decision maker, increasing confidence and reputation, and raising one's professional profile and chances for advancement.

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arnell evita
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4K views

Decision Making Prosess

The document outlines a 7-step process for decision making: 1) identify the decision, 2) gather relevant information, 3) identify alternatives, 4) weigh the evidence, 5) choose among alternatives, 6) take action, and 7) review the decision and consequences. Some benefits of effective decision making include saving time, money and energy, giving a sense of achievement, distinguishing the decision maker, increasing confidence and reputation, and raising one's professional profile and chances for advancement.

Uploaded by

arnell evita
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Decision making is the process of identifying and choosing alternatives based on the values,

preferences and beliefs of the decision-maker.

Decision making process :

Step 1: Identify the decision

You realize that you need to make a decision. Try to clearly define the nature of the decision you
must make. This first step is very important.

Step 2: Gather relevant information

Collect some pertinent information before you make your decision: what information is needed,
the best sources of information, and how to get it. This step involves both internal and external
“work.” Some information is internal: you’ll seek it through a process of self-assessment. Other
information is external: you’ll find it online, in books, from other people, and from other sources.

Step 3: Identify the alternatives

As you collect information, you will probably identify several possible paths of action, or
alternatives. You can also use your imagination and additional information to construct new
alternatives. In this step, you will list all possible and desirable alternatives.

Step 4: Weigh the evidence

Draw on your information and emotions to imagine what it would be like if you carried out each
of the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or
resolved through the use of each alternative. As you go through this difficult internal process,
you’ll begin to favor certain alternatives: those that seem to have a higher potential for reaching
your goal. Finally, place the alternatives in a priority order, based upon your own value system.

Step 5: Choose among alternatives

Once you have weighed all the evidence, you are ready to select the alternative that seems to be
best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may
very likely be the same or similar to the alternative you placed at the top of your list at the end of
Step 4.

Step 6: Take action

You’re now ready to take some positive action by beginning to implement the alternative you
chose in Step 5.

Step 7: Review your decision & its consequences


In this final step, consider the results of your decision and evaluate whether or not it has resolved
the need you identified in Step 1. If the decision has not met the identified need, you may want to
repeat certain steps of the process to make a new decision. For example, you might want to gather
more detailed or somewhat different information or explore additional alternatives.

Benefits:

1. It offers the leader the key to speedy results. The decisions of a leader are clearly
embedded in the type of result she/he generates. A leader with a good decision making
skill knows the importance of speedy selection of the best alternative from the pack,
without losing steam. Good decision making skill means elimination of errors, increase in
success rate and speedy results in implementing initiatives.
2. Helps to save money, time and energy. There is nothing as costly as a bad decision. A
decision is said to be bad when the objectives set are unrealized, the goals are lost and the
effort plus energy expended are wasted. A good decision saves time, money, energy and
results in the achievement of planned objectives in the most cost effective way. It ensures
that delays are removed from the process and time gained is converted to asset for the
organisation and its team
3. It gives a huge sense of individual achievement and fulfilment. When a leader makes a
good decision which yields a high positive results, she/he feels good and experiences
fulfilment and a sense of achievement. The leader could pride his/herself based on the
gains of the decision particularly when it has enhanced the fortunes of their teams and
organisation.
4. It stands you out and make you outstanding. Through recognition of the impact of the
good decision by friends, colleagues, partners and superiors, the leader gains wider
influence and greater authority. A good decision making skill differentiates one leader
from another and makes the individual unique in its own way. The easiest way for a
leader to gain recognition from other leaders and respect among peers will depend on the
quality of decisions the individual makes, at difficult times which turns out successful
extraordinary effect.
5. Increases confidence level and reputation capital. A good decision is a strong tonic,
and a great incentive to help a leader make better ones. When a leader is known for
his/her knack for making good decisions, other people tend to seek for his/her guidance
and rely on his/her judgements. By so doing, the leader’s confidence level is enhanced
and his reputation boosted.
6. Raises professional profile and advancement. The reward for consistent good decision
making by a leader includes promotion, professional elevation and reputational capital.
Nothing impacts the professional profile of a leader as much as a track record of
successful decision making outcomes.

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