decision making mbti - appa 1 decision making mbti fred gratto fred.gratto@sfcollege.edu santa fe...
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1/10/2016
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Decision MakingMBTI
Fred GrattoFred.gratto@sfcollege.edu
Santa Fe College
Basics of Decision Making
• Precise clarification of roles
• Correct identification of the issue
• Skillful application of decision process
Process is based on the premise that creativity and analysis can be joined to produce the best possible decision.
Decision Making
• Making the best decision is the core of an effective work environment.
• Need to balance available information and legitimate needs with available resources and organizational goals.
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Today’s Discussion
• The involvement continuum
• How to identify questions/issues
• Decision styles and their impact
• The decision making process
• Vigilant decision making
• Creativity and decision making
Critical Factors in Decision Making
• Precise clarification of roles
• Correct identification of the issue
• Teamwork
• Sense of urgency
• Sense of ownership and “want‐to”
How ItWorks
Perceive
How we experience the world
Five senses
touch, smell, see, hear, taste
Psychological Patterns
mental models
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How ItWorksCommunicateHow we share perceptions
Verbal•Denotative – Dictionary definition•Connotative – All that is associated with a meaning. The implied, subjective, understanding of a word.
Nonverbal•75 % of communication•Consistency…voice intonation and body language
I am smiling.
How ItWorksReason
How we form conclusions
Facts
Real, measurable, quantifiable, do exist
Inferences
Conclusions drawn from observations, assumptions, feelings
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Facts vs. Inferences
Facts
Must be verifiable
Inferences
Drawing a conclusion about the unknown from something that is known
Statistics
Descriptive – Describe a sample
Inferential – Make inferences about populations, based on samples
Keep These Facts In Mind
• Inferences are valuable and useful
• Most decisions are based on inferences
• Every decision concerning the future is an inference
• Be aware of people who present inferences as facts
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Identify the Question/Issue
Objective Type of Question
Determine what is true Fact
Determine what is probable Conjecture/Inference
Determine what is acceptable Value
Determine course of action Policy
Involvement Continuum
INFORMED INPUT DECIDE
Discuss (Informal) Vote True Consensus
Recommend (Formal) Modified Consensus
Meeting Agenda
Agenda
Group: Director’s Team
Date: September 7, 2014
Time: 8:30 am – 9:30 am
Location: First Floor Conference Room
Attendance: Director and Assistant Directors
Topic Person Responsible Role: Inform, Input, Decide Time
_______________________________________________________________________________
1. Status of upgrades M. Werts Inform 10 min.
2. Discuss draft of
Mission Statement J. Goode Input 30 min.
3. Training Schedule S. Martin Decide 15 min.
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Decision Styles
NTTheoretical
NFIdealistic
STPractical
SFSocial
N (Future)What if…?What could be…?
S (Present)What is…?What was…?
T (Things, Logic)I think…
F (People, Values)We should…
Information Processing Styles
SENSING (Realists)
Prefers practical problems
Prefers systems and methods
Likes to work with tested ideas
Likes to work with real things
Is patient with routine detail
Will test established facts
Pays attention to facts and details
Wants to see detailed reports
Searches for standard approaches
INTUITIVE (What could be)
Enjoys ambiguous problems
Get bored with routine
Regularly floats new ideas
Sees possibilities and implications
Frequently jumps beyond facts
May get facts wrong
Has creative vision and insight
Follows inspiration
Searches for innovations.
Information Processing Styles
Thinking
Establishes objective decision criteria
Measures decisions against payoffs
Can be seen as detached and cold
Believes in deciding according to situation
Likely to be flexible
Negotiates on the evidence
Concerned with fairness in regard to rules
Likes analysis and clarity
Is task oriented.
Feeling
Has personal, subjective decision criteria
Measures decisions against beliefs
Can seem to be over‐committed to a belief
Believes in deciding on personal considerations
Is likely to be traditional and nostalgic
Negotiates right and wrong of issues
Believes fairness relates to values and beliefs
Like harmony based on common values
Is principles oriented
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Zig‐Zag Process
1. What is the situation? 2. New Possibilities
Gather the facts. s N Use imagination.
T F 3. Analyze each 4. Weigh human
possibility. consequences of possibilities.
Decision‐Making/Problem Solving Process
The Issue/Question
Step 1 – State What Appears to be the Problem
Real problem may not surface until all facts and opinions have been analyzed. Start with a supposition that can later be confirmed or corrected.
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Decision Making/Problem Solving Process
The Need for a Choice
Step 2 – Gather Facts, Feelings, Opinions
What happened? Where, when, how? What is its size, scope, severity? Who and what is affected? Is it likely to happen again? Does it need to be corrected? Time and expense may require you to select higher priorities.
Step 3 – Restate the problem
The problem may not be the same one identified in Step 1. More information and facts make this a possibility.
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Decision Making/Problem Solving Process
Systematic Inquiry of Choices
Step 4 – Identify Alternative Solutions
Generate Ideas. Do not eliminate any possible solutions until several have been discussed.
Step 5 – Evaluate Alternatives
Which one will provide optimum solution? What are the risks? Is solution cost effective? Will it create new or different problems?
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Decision Making/Problem Solving Process
Informed Choice
Step 6 – Implement the Decision
Who must be involved? To what extent? How, when, where? Who will be impacted? What might go wrong? How will results be reported and verified?
Step 7 – Evaluate the Results
Test the solution against desired results. Modify?
Harvard, 2008: How Can Decision Making Be Improved
• Consider the opposite decision• Beware of over‐confidence• Beware of hindsight bias• Get an outsider perspective• Make decisions in advance
Nudge by Thaler & Sustein
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● Our strength lies in our differences…not in our similarities.● The Golden Rule● 650,000 killed in Civil War● 1965 Civil Rights Act..…I’m trying to be the nicest guy in the world
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Who Makes the Best Decisions?
You Alone Your Team Your Org
•Identify issue/concern ________ ________ ________
•Gather facts/information ________ ________ ________
•Assess feelings/opinions ________ ________ ________
•Restating the problem ________ ________ ________
•Identify alternative solutions________ ________ ________
•Evaluating best alternatives ________ ________ ________
•Implementing the decision ________ ________ ________
•Evaluating the results ________ ________ ________
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Vigilant Decision‐MakingReflects Need for Thorough Examination of the Information.
o Canvass a wide range of alternative courses of action.
o Survey the full range of objectives to be fulfilled.
o Carefully weigh the known costs and risks of each alternative.
o Search for additional information regarding alternatives.
o Correctly assimilate new information, even if it does not support the preferred course of action.
o Reexamine the positive and negative consequences of all alternatives, including those originally considered unacceptable.
o Make detailed provisions for implementing the chosen course of action, with contingencies for known risks.
Encouraging Vigilance
Suspension
Adopt the attitude that suspending initial judgments about an answer to a discussion question is desirable. This helps direct energy into inquiry, rather than bolstering known positions.
Encouraging Vigilance
Exposure
Recognize that you might hear ideas that you will immediately consider unacceptable. So, be ready. This will encourage engaged listening. Exposure to others’ thinking carries no obligation for acceptance.
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Encouraging Vigilance
Association
Understand that people tend to associate the worth of an idea with the source of it. Therefore, be careful not to inflate or devalue an idea based on whether or not you like the individual expressing it.
“Hot Spots” …Sources of Conflict
Extraverts•May not have enough patience for introverts.
•May not give full attention to introverts.
•May not separate “brainstorming” from conclusions.
Introverts•May not fully engage in discussions.
•May not ask for clarification of ideas or conclusions.
•May not provide sufficient feedback
“Hot Spots”…Sources of Conflict
Sensors (what is)•May not listen for the “gist” of the conversation.
•May not suspend disbelief long enough or often enough.
•May not separate “existing” from “potential.”
Intuitives (what if)
•May not present thoughts in a sequential pattern.
•May not show concern for present realities.
•May not attend to details of implementation.
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“Hot Spots”…Sources of Conflict
Thinkers•May not try to understand the feelings of others.
•May not allow feelers to express or vent their emotions.
•May not temper objectivity with compassion.
Feelers
•May not acknowledge the morality or feelings of Thinkers.
•May not support the legitimacy of a logical approach.
•May not separate the objective from the subjective.
“Hot Spots”…Sources of Conflict
Judgers•May not take a thorough approach to decision making.
•May not support other methods of working.
•May not work well during constantly changing priorities.
Perceivers•May not realize when it is alright to stop working on certain tasks.
•May not acknowledge how stressed others become when tasks are not completed.
•May not develop plans through a formal process.
Decision Pitfalls
Defensive Avoidance
Characteristic of people who manage decisional conflict by finding ways to avoid making a choice.
Hypervigilance
People feel pressured to make a decision, and may be prone to choose the first available option that appears to resolve the difficulty.
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Group Creativity Techniques
Brainstorming
No criticism. Strong support for the production of many different ideas. List generated is later pruned by modification and combination.
Group Creativity Techniques
Nominal Group Technique
Structured. Face to face. 1) Individuals silently generate ideas in
writing. 2) There is round‐robin recording of
ideas. A voting or rating process is used.
Group Creativity Techniques
Delphi Technique
Group does not meet face to face. Ideas and directions are gathered from experts. Chairperson acts as an administrator of the feedback and input. Solutions are summarized and fed back to the members. This requires reevaluation and is time consuming.
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Group Creativity Techniques
Statistical Method
Individual members do not interact. Technique limited to quantitative problems. Several individuals make estimates. A mean (average) is used.
Group Creativity Techniques
Ordinary Group Procedure
A group is called together. Members interact face to face. The problem is presented and comments are requested. Consensus is the goal.
Worksheet: Moving Forward
Identify 3 current problems in your organization.
1. ______________________________
2. ______________________________
3. ______________________________
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Worksheet: Moving Forward
Which of these decisions is the most difficult?
______________________________________
What factors make this the most difficult?
______________________________________
What can you do to help the decision process?
______________________________________
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