A Decision-Making Model

Below is an example of a typical decision-making model: Step 1 Recognition of Decision Requirement This means that you will probably be faced with a problem or opportunity both of which require a decision Step 2 Diagnosis and Analysis of Causes Here you should consider what actually occurred, why it occurred, how it occurred, to whom did it occur, what is the urgency and how it is affecting other things. It is important that you consider these issues before deciding to generate ideas Step 3 Development of Alternatives Now its time for you to develop a list of alternatives. We shall be looking at some decision-making tools later in this topic but it is worth noting that what we call programmed decisions (i.e. those that are easy to make) are often easy to resolve and generating ideas is easy. Those decisions that are non-programmed decisions require a little more creativity Step 4Selecting an AlternativeThe best alternative you can choose is obviously one which best fits your original objective. For non-programmed decisions there may be some kind of risk associated with the decision and this is sometimes referred to as the risk propensity or the risk you might be prepared to take if there is an opportunity to gain an increased payoff Step 5 Implementing Your Chosen Alternative This is where you have to turn your decision into action so you need the resources and co-operation of those affected Stage 6 Evaluation and Feedback Once you have decided what to do and it is turned into action, you need to gather information to make an informed decision about whether the alternative you chose was right or not This stage will also allow you to learn lessons from the whole process NEC Model 1. 2. 3. 4. 5. What is your objective? Collect the relevant information Generate feasible options Make the decision Implement and evaluate

Step 1: Define the objective What is your objective in making this decision? What exactly are you trying to achieve? Step 2: Collect relevant information Collecting and sifting relevant information can be a lengthy process, and you may be tempted to press on if there is information missing. However, if you do need particular information, its better to wait for it if you can. Step 3: Generate feasible options If youre brainstorming and need to help the process along, you could consider using some keyword triggers: Interim what would put the situation on hold and allow some breathing space? Adaptive how could you adapt the situation and make it normal? Corrective how can you change things to bring plans back on track, or to eliminate the problem? Preventative how can you minimise risk?

Contingency what can you do to prevent a recurrence of the situation? Step 4: Make the decision First establish criteria to help you select your preferred option. You need to narrow down the options to those that satisfy essential criteria, and then find which one satisfies as many of the desirable criteria as possible. There is an element of risk associated with any decision, and risk assessment can be a highly mathematical process. In the main, more decisions are taken on the back of experience than on the basis of mathematical calculation. Consider the worst-case scenario and then look at how your options help mitigate that risk. Step 5: Implement and evaluate As with problem solving, you should plan carefully to introduce your decision and then monitor and review it to make sure that its effective. Many organisations try to encourage constructive risk taking and responsibility, but of course there are various influences on how decision making and problem solving are managed in practice. Decision making Process -Hannagan

Or Robbins 2005