DECISION MAKING A task all managers have to face is making decisions and problem solving However, human thinking has the tendency to be affected by precedence and experience We sometimes think linearly and focus on the obvious In seeking progress and improvement, thinking more of the same (as in the past) will not get us anywhere Sometimes commit false attribution error

SOME STEPS TO IMPROVE QUALITY OF DECISION Take an evidence based approach in problem solving Use reflexive questioning in assessing and diagnosing a problem Treat all distinctly different possibilities as warranting verification Allow a healthy level of doubt Think laterally: Suspend your judgement Visualize how others would deal with the problem Manage emotion in problem solving situations In collective decision making situation, keep an genuinely open climate

BARRIERS IN THINKING Artificially constraining of problem Stereotyping Vertical thinking Unwillingness to question assumption Trapped behind the trees

CONSTRAINS ON DECISION MAKING Decision making rarely takes place under conditions of rationality  Limited information  Limited resource  Lack of clarity of problem  Multiple perceptions  Intuition also plays a role Various forces shape and influence decisions At times there is a gap between intended and realized outcome

POLITICS OF DECISION MAKING  Resource allocation is a decision that often takes place under competitive situation  Organizations operates under conditions of limited resource.  Organizations marked by multiple and competing interest  Ability to secure resources is a source of legitimacy and status symbol  Power, authority and influence often used to influence decision  Competition also marked by uneven distribution of power, authority and influence  Creates political climate in organizations

DECISION MODES IN POLITICISED SITUATIONS  Satisficing decision  Remedial decision  Serial decision