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Decision Making United Nations Lecture MA

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Roberto Minaya
Roberto Minaya

Decision Making

1 of 6
The Decision-making Process The Decision-making Process Thoughts, Ideas and Practice
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.
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.
A Decision 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
The Ideal Decision-making The Ideal Decision-making Process Process STEP 1 Define the problem 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 decision- making 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) STEP 2 Determine the requirements that the solution to the problem must meet
The Reality 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.

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Decision Making United Nations Lecture MA

  • 1. The Decision-making Process 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 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 The Ideal Decision-making Process Process STEP 1 Define the problem 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 decision- making 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) STEP 2 Determine the requirements that the solution to the problem must meet
  • 6. The Reality 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.