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December 19, 2012

How To Make Decisions Quickly - Part 2


Direct, straight into the heart of the matter!
  1. By Joseph S. Nye
    "But deciding how to decide is as important as making the final decision. What should be the composition of the group the leader turns to? What is the context of the decision? How will information be communicated and how much control does the leader maintain over the decision? A leader who gets any of these factors wrong may be decisive, but also decisively wrong." 

  2. It's Possible to Be Quick

    "It's not hard to make decisions when you know what your values are." -Roy Disney

    Know Your Desired Result

    Steve Yates said again in the Fortune Magazine interview, “Successful traders don't spend much time regretting decisions or going back over things. If a decision turned out to be wrong, so what? Move on. So when you have to make a quick decision and you know that there's a good chance it will be wrong--the worst thing you can possibly do is sit there and panic and hope. You have to be decisive--go on and do it.”

    Soccer/football strikers are trained that way too. 

  3. Gut and Body

    1: Trust Your Gut

    2: Use Your Body’s Energy Field 

  4. Traps To Avoid

    Analysis paralysis

    Getting Overwhelmed br Fear of change br Fear of commitment

      Fear of regret

    Decision-making fatigue

    Procrastination 

  5. Colin Powell

    " Once the information is in the 40 to 70 range, go with your gut. Don't wait until you have enough facts to be 100% sure, because by then it is almost always too late.... " 

  6. Andrew Carnegie's Master Minds?

    What decision would your hero make in these circumstances? Is there a consensus among your heroes on what to do? 

  7. Set a Deadline

    An easy way to solve this problem is to put a time limit or deadline on your decisions. 

  8. US Marine Corps

      Our leaders must be able to "feel" the battlefield tempo, discern patterns among the chaos, and make decisions in seconds ... much like a Wall Street investment trader, but with life threatening consequences.

    ... two primary models for human decision making -- the analytical model and the intuitive, or recognitional, model.

    ... While analytical decision making is based on a comparison of quantitative options, recognitional decision making depends on a qualitative assessment of the situation based on the decider’s judgement and experience. It does not look for the ideal solution; instead, it seeks the first solution that will work. Research by noted psychologist Dr. Gary Klein indicates that most people use the recognitional, or intuitive, model of decision making over 90 percent of the time...

    ... the longer the decision is delayed, the more opportunities are missed. Initiative can be forfeited to the enemy. ....

      .... Napoleon may be correct if he meant that intuition cannot be taught in the traditional sense, but both the Germans and the Japanese were successful in assuming that -- through repetition -- it could be learned. ....

    Advances in information technology will never clear Clausewitz’s "fog of war" to the point where the analytical model is timely enough to guarantee victory. br Foundation blocks: character, experience

        

  9. What does US Navy Have to Say?

    " analytical or intuitive ... ... ... which is better depends on the nature of the situation, particularly on the time and information available.

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