Decision Making MBTI - APPA 1 Decision Making MBTI Fred Gratto [email protected] Santa Fe...

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Decision MakingMBTI

Fred [email protected]

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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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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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.


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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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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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.


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.


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.


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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Statistical Method

Individual members do not interact. Technique limited to quantitative problems. Several individuals make estimates. A mean (average) is used.


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?

______________________________________

Decision Making MBTI - APPA 1 Decision Making MBTI Fred Gratto [email protected] Santa Fe...

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