Decision making process
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The document outlines the ideal decision-making process as defined by Baker et al in 2001, which involves 8 steps: 1) defining the problem, 2) determining requirements, 3) establishing goals, 4) identifying alternatives, 5) developing valuation criteria, 6) selecting a decision-making tool, 7) applying the tool to select a preferred alternative, and 8) checking the answer. However, the reality is that decision-makers often fail to fully follow this process, overlooking steps like developing criteria and checking the solution, or treating problems as symptoms rather than true underlying issues. Time pressures can also encourage shortcuts over thorough decision-making.
Decision making process
- 1. The Decision-making Process Thoughts, Ideas and Practice
- 2. Decision-making As defined by Baker et al in their 2001 study, efficient decision-making involves a series of steps that require the input of information at different stages of the process, as well as a process for feedback.
- 3. Decisions Made up of a composite of information, data, facts and belief. Data by itself does not constitute useful information unless it is analyzed and processed.
- 4. A Decision Is only as good as the data that informed it Is only as good as it is an informed one Is only as good as the system which exists to implement Is only good if you have the means to implement it Is only good if other people understand it and what it means
- 5. The Ideal Decision-making Process STEP 1 Define the problem STEP 2 Determine the requirements that the solution to the problem must meet STEP 3 Establish goals that solving the problem should accomplish STEP 4 Identify alternatives that will solve the problem STEP 5 Develop valuation criteria based on the goals STEP 6 Select a decisionmaking Tool STEP 7 Apply the tool to select a preferred alternative STEP 8 Check the answer to make sure it solves the problem The Decision-making Process (adapted from Baker et al, 2001)
- 6. The Reality Is the Problem really the problem? Problems are often the symptom and not the true problem. Most often that not steps 5-8 are either forgotten, avoided or simply ignored. Urgency is there a quick version? Who has time to follow-up? Tomorrow is another problem.
- 7. The Reality Is the Problem really the problem? Problems are often the symptom and not the true problem. Most often that not steps 5-8 are either forgotten, avoided or simply ignored. Urgency is there a quick version? Who has time to follow-up? Tomorrow is another problem.