By Professor M.S. Rao, Ph.D.
We all make decisions in life. Some turn out to be right while some turn out to be wrong. How do leaders make decisions? Do they make decisions based on their head, heart, gut, or luck? Do they make decisions after weighing the pros and cons of the available information?
Decision-making is an art and science. It involves a series of steps and strategies to arrive at solutions. It is a well admitted fact that some decisions are successful while some are failures. Is it necessary that all decisions leaders make must be successful? Leaders also fail at some stages due to wrong decision-making. If they take precautionary measures and make decisions by following their head, heart, and gut, they can make effective decisions. It is a well–admitted fact that decision determines destiny.
Decision-making requires information, analytical reasoning, and problem-solving skills. Since people are unique, making decisions will also be unique. Decision-making depends on the nature, experience, and availability of information and environment of the individual, the factors and forces involved at a particular point in time.
Decision-making is a process where alternative solutions are generated and shortlisted to resolve problems. It has several ingredients such as problem-solving skills, analytical skills, intuition, and gut feeling, and conceptual skills to name a few.
Categories of decision-making
There are several categories of decision-making processes but fundamentally there are two – rational and intuitive. In rational decision-making, the pros and cons are weighed and the best one is adopted based on logic, analysis, and rationality. It is a widely used method of decision-making. In contrast, in the intuitive decision-making method, the decisions are made based on gut feeling and there is no logic, analysis, or rationality involved.
Pillars of decision-making
There are four pillars for decision-making – imagination, conceptual thinking, intuition, and innovation. Einstein rightly remarked that imagination is more important than knowledge. Imagination helps see the invisible. Entrepreneurs and leaders have the knack of seeing the invisible as they are imaginative. Hence, imagination is the first pillar of decision-making.
Conceptual thinking is the second pillar of decision-making. We must understand the concepts clearly as the entire problem solving revolves around this aspect. Unless there is clarity about the problem or the issue, it is very difficult to arrive at the right decisions.
The third pillar – intuition and gut feelings help greatly during the decision-making. Intuition is all about getting inputs from the subconscious mind. The conscious mind sends lots of important inputs to the subconscious mind regularly and the same is stored and reinforced over some time. When people don’t get adequate logical and analytical ideas they go by their sheer gut and intuition.
The fourth pillar of decision-making is innovation where the routine solutions do not work. Every problem calls for a different solution. You cannot always follow prescribed solutions. You must go by the road less traveled while generating solutions. Innovation is a sure shot way to successful decision-making. Innovation and creativity play a key role in outsmarting the growing competition across various sectors globally. The senior leaders and CEOs at the top-level lay stress on this particular pillar to stay ahead of time. Hence, any decision-making depends on these four pillars – imagination, conceptual thinking, intuition, and innovation.
Process of decision-making
Businesses are bankrupt due to wrong decisions. Decision-making makes or breaks the lives of leaders. It can either take the people to the heights of glory or the abyss. Hence, it should not be taken lightly. When there is no solution in sight the best option is to go by intuition.
Whenever people make decisions, they should first define the objectives and goals clearly. Second, they should gather relevant factual information to analyze the pros and cons. Third, they should develop multiple alternatives by focusing on far-reaching implications and repercussions. Fourth, they should consider permutations and combinations. Fifth, they should implement by taking a final call. This is the most crucial stage of decision-making. Sixth, it is essential to monitor the fallout of the implementation through proper feedback. If the decision works in favor, it is fine, otherwise, the decision must be dropped.
During the decision-making process, the leaders can adopt three approaches such as experience, experimentation, and research and analysis. The conventional approach is to go by experience. However, keeping the current complexity in view, going by what went right in the past might not work in the present context. Another method is to go by experimentation which is by trial and error method. When you look at uneducated people they go by gut and intuition from their subconscious mind. They make a trial with a specific decision and if it does not work, they learn lessons from the error and adopt another alternative decision.
Decision-making can happen under three circumstances – certainty, risk, and uncertainty. When adequate information is available, it falls under certainty. When the information available is inadequate, it falls under risk. When there is a dearth of information, it falls under uncertainty. It is the most complex one as leaders must decide without any access to information through their gut and intuition.
Risk and decision-making
Peter Drucker quoted, “Whenever you see a successful business, someone once made a courageous decision.” Age is inversely proportional to risk. The younger the age higher the risk appetite and the older the age lower the risk appetite. Those who are swashbucklers have a higher risk appetite. They make decisions based more on the gut than on rationality. Their decisions depend more on their imagination than on realities. They usually go by heart rather than by head. They don’t see any logic, analysis, and rationality. Young entrepreneurs often fall under this category.
Decision-making and levels of management:
Conceptual and technical skills: Decision-making differs from each level of management. The senior leaders are always engrossed in making decisions where the fate of the employees and the organization is involved. In every organization, the senior-level management is actively involved in decision-making. At the senior level, the leaders need more conceptual skills than technical skills. They must be in a position to see the invisible to make decisions. Whenever they are confronted with problems, they must be in a position to see the prospects and seize the opportunities. However, the leaders in the middle-level management need an equal proportion of technical and conceptual skills. At this level, the leaders may not take strategic decisions, unlike the senior level management. Finally, in low-level management, leaders must have more technical skills and less conceptual skills.
Strategic, tactical, and operational decisions: Senior level management deals with strategic decisions as the risk element are very high and the outcomes are uncertain. In strategic decisions, the slogan is ‘higher the risk higher the returns’. They are made in tune with the organizational vision, values, principles, and philosophies based on imagination than intuition. The middle-level management makes tactical decisions that support the strategic decisions. In tactical decisions, the slogan is ‘medium the risk medium the returns’. The lower level management involves in operational decisions which support tactical decisions. The slogan for an operational decision is ‘lower the risk lower the returns’. These decisions are made with a short-term perspective where the impact is immediate. At every level of management, the decisions are made. Hence, decision-making is an integral part of every level of management.
Tools and techniques to make successful decisions
- Look at the big picture to understand the hidden challenges which are often ignored by others.
- Prepare Plan A, Plan B, Plan C, and Plan D. If Plan A fails, you can explore other plans for execution.
- Convince yourself first whether the decisions you make are feasible for execution. If you are convinced, you may proceed further. Don’t regret your decision because you have made the decision based on the available information at a particular point in time. It is not necessary that all decisions must be successful. If the problem is big, slice it into small pieces and assemble the same through synthesis.
- Consult experts to get more ideas. ‘Two heads are better than one,’ goes an ancient Greek proverb. The quality of decisions will be higher if more than one person is involved in the decision-making process.
- Give a break to your problem. Go to a serene place and ponder. Your creativity and out-of-the-box thinking will come to the fore. You will be amazed to find your outcomes.
- Don’t get into the paralysis of analysis. Don’t brood over them too much on the problem. Once you are convinced with the decision, it is time to take a final call without any procrastination.
- Check your mood levels. Make decisions when your mood is good. When in doubt, postpone the devil of the decision to avoid adverse consequences.
- Never look at the individuals. Look only at the issues and ideas to arrive at the solutions. It is always what is right and wrong not who is right and wrong matters. In extreme cases, not making a decision is also a decision. At times, time will solve the problems on its own. However, treat it as an exception, not a rule.
- List out the rational and realistic alternatives. Check for long-term implications and complications. Avoid making decisions when in anger.
- Sleep over the problem. When you think about the problem before you go to sleep, the very next day morning you get better solutions as you slept with the problem. When you go to bed by thinking about the problem it goes to your subconscious mind which automatically searches for solutions.
- When you don’t get any ideas for your problems, take a break for some time. During this period the subconscious mind searches the information for appropriate alternatives.
- Think of repercussions before implementing a decision. What is the best and the worst that can happen after implementing your decision?
- Go by intuition, if the repercussions and fall-out are limited and the time is short. In contrast, delay the decision when there is a possibility of more harm to others.
- Look at the underlying reasons, factors and forces, and examine them analytically to arrive at feasible solutions.
- Keep your decisions within yourself when you involve in group decision-making as it may influence others. Listen to the group members first, weigh the pros and cons and offer your solutions. It helps in arriving at the most feasible and viable solutions.
- Be prepared mentally for failures as all decisions may not deliver the desired outcomes.
Decision-making and leadership
Leadership and decision-making are closely connected. Leaders must make decisions in a fog of uncertainty. Good leaders know how to make decisions and commit to seeing them through. They don’t invent excuses. They have a higher internal locus of control. They make decisions and implement them. They are optimistic and have alternative plans ready if a specific decision boomerangs. They learn lessons from wrong decisions and bounce back quickly. For leaders, failure is not final but it is a learning opportunity to become smarter and wiser.
Leadership calls for stepping into the shoes of problems, encountering adversity squarely, and making tough decisions. Whenever there is a crisis don’t act as though there was no problem as your subordinates know the same. Pretending that there is no crisis will erode your authority to lead from the front. Hence, accept the realities and declare that there is a crisis brewing and act tough by making the right decisions.
If leaders fail to make the right decisions it costs the lives and careers of their team members. The leaders must accept the blame for their failures and spread the fame for their successes.
Communication and decision-making
Communication plays a crucial role in making successful decisions. Peter Drucker quoted, “The most important thing in communication is to hear what isn’t being said.” Hence, be a good listener to make the right decisions. Once the decision is made it is equally important to persuade the team members to accept to ensure effective execution. In this regard, communication plays a crucial role in getting across the message of decisions effectively to the team members. At times there is a need to modify the decisions based on the inputs of the members. When the team has certain reservations, it is essential to reconsider and revise the decisions.
John McDonald said, “The business executive is by profession a decision-maker. Uncertainty is his opponent. Overcoming it is his mission.” There is no magic wand to make successful decisions. Effective decision-making requires thorough discussions and deliberations. The challenge with decision-making is you won’t always have all the data you want. Decision-making is one of the key skills of soft skills. It is also a key skill to achieving effective leadership. One of the yardsticks to measure effective leadership is good decision-making skills. If communication is the mother of leadership, decision-making is the father of leadership.
With the rapid growth of technology, it has become highly challenging to make the right decisions. The old style of decision-making doesn’t work in the present context as things are changing rapidly. Leaders must realize these facts and must reinvent themselves with innovative and creative decision-making tools and techniques.
Decision-making is a skill that can be honed over a period of time by practice and experience. Once you practice making decisions you improve your confidence and become a successful leader. Overcoming challenges in life can also make you a good decision-maker. This skill is very much essential for leaders at the top-level management as the fate of the organization and its employees depend solely on them. Hence, it is essential to exercise restraint and caution and demonstrate the maturity to make sound decisions.
There is no fixed formula to make decisions. Follow your head when you have ample time and information to make decisions. Follow your heart when you have a paucity of time and information to make decisions. Follow your gut when you don’t have adequate time and access to information to make decisions. In a nutshell, decision-making is situational. To conclude, there is a need for situational decision-making in the 21st century to overcome turbulent times and achieve organizational excellence and effectiveness.
About The Author
Professor M.S. Rao, Ph.D. is the Father of “Soft Leadership” and the Founder of MSR Leadership Consultants, India. He is an International Leadership Guru with over forty years of experience and the author of over fifty books including the award-winning ‘See the Light in You’ URL: https://www.amazon.com/See-Light-You-Spiritual-Mindfulness/dp/1949003132. He is a C-Suite advisor and global keynote speaker. He brings a strategic eye and long-range vision given his multifaceted professional experience including military, teaching, training, research, consultancy, and philosophy. He is passionate about serving and making a difference in the lives of others. He is a regular contributor to Entrepreneur Magazine.
Na Profesa M.S. Rao, Ph.D. Sisi sote hufanya maamuzi maishani. Baadhi yao hutokea kuwa sahihi huku wengine wakitokea kuwa wamekosea. Viongozi hufanyaje maamuzi? Je, wao hufanya maamuzi kwa kutegemea akili, moyo, hisia, au bahati? Je, wao hufanya maamuzi baada ya kupima faida na hasara za habari zinazopatikana? Kufanya maamuzi ni sanaa na sayansi. Inatia ndani hatua na mikakati kadhaa ya kufikia suluhisho. Ni ukweli unaokubaliwa vizuri kwamba maamuzi fulani hufanikiwa na mengine hushindwa. Je, ni lazima maamuzi yote yanayofanywa na viongozi yafanikiwe? Viongozi pia hushindwa katika hatua fulani kwa sababu ya kufanya maamuzi yasiyofaa. Ikiwa watachukua hatua za tahadhari na kufanya maamuzi kwa kufuata akili, moyo, na hisia zao, wanaweza kufanya maamuzi yenye matokeo. Ni ukweli uliokubaliwa vizuri kwamba uamuzi huamua hatima. Kufanya maamuzi huhitaji habari, kufikiri kwa njia ya uchambuzi, na ustadi wa kutatua matatizo. Kwa kuwa watu ni wa pekee, kufanya maamuzi pia kutakuwa kwa pekee. Utekelezaji wa maamuzi hutegemea asili, uzoefu, na upatikanaji wa habari na mazingira ya mtu binafsi, sababu na nguvu zinazohusika katika wakati fulani. Uamuzi ni mchakato ambapo ufumbuzi mbadala ni yanayotokana na shortlisted kutatua matatizo. Ina viungo kadhaa kama vile ustadi wa kutatua matatizo, ustadi wa uchambuzi, intuition, na hisia ya tumbo, na ujuzi wa dhana kutaja chache. Makundi ya maamuzi Kuna makundi kadhaa ya mchakato wa maamuzi lakini kimsingi kuna mbili <unk> busara na intuitive. Katika kufanya maamuzi kwa busara, faida na hasara hupimwa na ile bora huchaguliwa kwa msingi wa mantiki, uchambuzi, na busara. Ni njia inayotumiwa sana katika kufanya maamuzi. Kinyume chake, katika mbinu ya kufanya maamuzi ya intuitive, maamuzi hufanywa kulingana na hisia za ndani na hakuna mantiki, uchambuzi, au busara inayohusika. Nguzo za kufanya maamuzi Kuna nguzo nne kwa ajili ya kufanya maamuzi <unk> mawazo, kufikiri dhana, intuition, na ubunifu. Einstein alisema kwa usahihi kwamba uwezo wa kuwazia ni muhimu zaidi kuliko ujuzi. Mawazo husaidia kuona yasiyoonekana. Wafanyabiashara na viongozi wana ustadi wa kuona visivyoonekana kama wao ni wa kufikiria. Kwa hiyo, mawazo ni nguzo ya kwanza ya kufanya maamuzi. Mawazo ya dhana ni nguzo ya pili ya kufanya maamuzi. Ni lazima tuelewe dhana kwa uwazi kama ufumbuzi mzima wa tatizo huzunguka kipengele hiki. Kama hakuna uwazi kuhusu tatizo au suala, ni vigumu sana kufika kwenye maamuzi sahihi. Nguzo ya tatu <unk> intuition na hisia za ndani husaidia sana wakati wa kufanya maamuzi. Intuition ni wote kuhusu kupata pembejeo kutoka akili subconscious. Akili ya mtu huelekeza habari nyingi kwa akili ya mtu wa chini kwa ukawaida na hizo zinahifadhiwa na kuimarishwa kwa muda. Wakati watu hawapati mawazo ya kutosha ya kimantiki na uchambuzi wao huenda kwa tumbo lao tu na intuition. Nguzo ya nne ya kufanya maamuzi ni uvumbuzi ambapo ufumbuzi wa kawaida haufanyi kazi. Kila tatizo huhitaji suluhisho tofauti. Si mara zote unaweza kufuata suluhisho zilizopendekezwa. Lazima uende kwa njia isiyo na watu wengi huku ukitengeneza suluhisho. Ubunifu ni njia ya uhakika ya kufanya maamuzi yenye mafanikio. Ubunifu na ubunifu hucheza jukumu muhimu katika kushinda ushindani unaoongezeka katika sekta mbalimbali ulimwenguni. Viongozi wakuu na Mkurugenzi Mtendaji katika ngazi ya juu huweka mkazo juu ya nguzo hii maalum ili kukaa mbele ya wakati. Kwa hiyo, maamuzi yoyote hutegemea nguzo hizi nne - mawazo, kufikiri kwa dhana, intuition, na ubunifu. Utaratibu wa kufanya maamuzi Biashara zinashindwa kwa sababu ya maamuzi yasiyofaa. Kufanya maamuzi hufanya au kuvunja maisha ya viongozi. Inaweza kuwapeleka watu kwenye kilele cha utukufu au kwenye abyss. Kwa hiyo, haipaswi kuchukuliwa kwa urahisi. Wakati hakuna suluhisho katika macho chaguo bora ni kwenda kwa intuition. Wakati wowote watu wanapofanya maamuzi, wanapaswa kwanza kufafanua malengo na malengo waziwazi. Pili, wanapaswa kukusanya habari hususa za kweli ili kuchanganua faida na hasara. Tatu, wanapaswa kuendeleza mbadala nyingi kwa kuzingatia athari na athari za mbali. Nne, wanapaswa kufikiria mabadiliko na mchanganyiko. Tano, ni lazima wafanye kazi kwa kuchukua wito wa mwisho. Hii ni hatua muhimu zaidi ya kufanya maamuzi. Sita, ni muhimu kufuatilia athari za utekelezaji kupitia maoni sahihi. Ikiwa uamuzi unafanya kazi kwa niaba yetu, ni sawa, la sivyo, uamuzi lazima uondolewe. Katika mchakato wa kufanya maamuzi, viongozi wanaweza kupitisha mbinu tatu kama vile uzoefu, majaribio, na utafiti na uchambuzi. Njia ya kawaida ni kufuata mambo yaliyopatikana kwa uzoefu. Hata hivyo, kwa kuzingatia utata wa sasa, kwenda kwa kile kilichokwenda vizuri katika siku za nyuma inaweza kuwa haifanyi kazi katika muktadha wa sasa. Njia nyingine ni kwenda kwa majaribio ambayo ni kwa njia ya jaribio na makosa. Unapowatazama watu wasio na elimu wao hufuata hisia na hisia za ndani kutoka kwa akili yao ya chini ya fahamu. Wanafanya jaribio na uamuzi maalum na ikiwa haifanyi kazi, wanajifunza masomo kutoka kwa kosa na kuchukua uamuzi mwingine mbadala. Uamuzi unaweza kutokea chini ya hali tatu - uhakika, hatari, na kutokuwa na uhakika. Wakati habari ya kutosha inapatikana, inashuka chini ya uhakika. Wakati habari inayopatikana haitoshi, inakuwa hatarini. Wakati kuna upungufu wa habari, inashuka chini ya kutokuwa na uhakika. Ni moja ngumu zaidi kama viongozi lazima kuamua bila upatikanaji wowote wa habari kupitia gut yao na intuition. "Peter Drucker aliandika: ""Kila wakati unaona biashara inayofanikiwa, mtu fulani amefanya uamuzi wa ujasiri.""" Kadiri mtu alivyo mdogo, ndivyo anapenda kuhatarisha maisha yake, na kadri mtu anavyozeeka, ndivyo anapenda kuhatarisha maisha yake. Wale ambao ni swashbucklers kuwa na hamu ya hatari ya juu. Wao hufanya maamuzi kwa kutegemea hisia za ndani kuliko sababu. Maamuzi yao hutegemea zaidi mawazo yao kuliko mambo halisi. Kwa kawaida wao hufuata moyo badala ya akili. Hawaoni mantiki yoyote, uchambuzi, na busara. Mara nyingi wajasiriamali wachanga huanguka chini ya jamii hii. Utekelezaji wa maamuzi na ngazi za usimamizi: Ujuzi wa dhana na kiufundi: Utekelezaji wa maamuzi hutofautiana kutoka kwa kila ngazi ya usimamizi. Viongozi wakuu daima wanajishughulisha na kufanya maamuzi ambapo hatima ya wafanyakazi na shirika inahusika. Katika kila shirika, usimamizi wa ngazi ya juu unahusika kikamilifu katika kufanya maamuzi. Katika ngazi ya juu, viongozi wanahitaji ujuzi zaidi wa dhana kuliko ujuzi wa kiufundi. Ni lazima wawe katika hali ya kuona asiyeonekana ili kufanya maamuzi. Wakati wowote wanapokabiliwa na matatizo, lazima wawe katika nafasi ya kuona matarajio na kutumia fursa. Hata hivyo, viongozi katika usimamizi wa ngazi ya kati wanahitaji uwiano sawa wa ujuzi wa kiufundi na wa dhana. Katika ngazi hii, viongozi wanaweza si kuchukua maamuzi ya kimkakati, tofauti na usimamizi wa ngazi ya juu. Hatimaye, katika usimamizi wa ngazi ya chini, viongozi lazima kuwa na ujuzi zaidi wa kiufundi na ujuzi wa dhana kidogo. Uamuzi wa kimkakati, wa kijeshi na wa uendeshaji: Usimamizi wa ngazi ya juu unashughulika na maamuzi ya kimkakati kwani kipengele cha hatari ni cha juu sana na matokeo ni yasiyo ya uhakika. Katika maamuzi ya kimkakati, kauli mbiu ni "ngozi ya juu zaidi faida ya juu". Zimetengenezwa kulingana na maono ya shirika, maadili, kanuni, na falsafa kulingana na mawazo badala ya hisia. Usimamizi wa ngazi ya kati hufanya maamuzi ya kimkakati ambayo huunga mkono maamuzi ya kimkakati. Katika maamuzi ya kimkakati, kauli mbiu ni <unk> kati ya hatari kati ya mapato <unk>. Usimamizi wa ngazi ya chini unahusika katika maamuzi ya uendeshaji ambayo huunga mkono maamuzi ya kimkakati. Kauli mbiu kwa ajili ya uamuzi wa uendeshaji ni "chini ya hatari chini ya mapato". Maamuzi haya hufanywa kwa mtazamo wa muda mfupi ambapo athari ni ya haraka. Katika kila ngazi ya usimamizi, maamuzi hufanywa. Kwa hiyo, kufanya maamuzi ni sehemu muhimu ya kila ngazi ya usimamizi. Vifaa na mbinu za kufanya maamuzi ya mafanikio - Angalia picha kubwa kuelewa changamoto zilizofichwa ambazo mara nyingi hupuuzwa na wengine. - Kuandaa Mpango A, Mpango B, Mpango C, na Mpango D. Kama Mpango A kushindwa, unaweza kuchunguza mipango mingine kwa ajili ya utekelezaji. - Jiamini mwenyewe kwanza ikiwa maamuzi unayofanya yanawezekana kutekelezwa. Ikiwa umesadiki, unaweza kuendelea zaidi. Usihuzunike kwa uamuzi wako kwa sababu umefanya uamuzi kulingana na habari iliyopatikana wakati fulani. Si lazima maamuzi yote yafanikiwe. Ikiwa tatizo ni kubwa, likateni vipande vidogo na kuunganisha vipande hivyo kwa njia ya synthesis. - Zungumza na wataalamu ili upate mawazo zaidi. "Vichwa viwili ni bora kuliko kimoja", yasema mithali ya kale ya Kigiriki. Ubora wa maamuzi utakuwa juu zaidi ikiwa zaidi ya mtu mmoja anashiriki katika mchakato wa kufanya maamuzi. - Kutoa mapumziko kwa tatizo lako. Nenda mahali penye utulivu na ufikirie. Ubunifu wako na kufikiri nje ya sanduku kutakuja mbele. Utashangaa kuona matokeo yako. - Usikose fahamu kuhusu uchambuzi. Usifikirie sana kuhusu tatizo hilo. Baada ya kuamini uamuzi wako, ni wakati wa kufanya uamuzi wa mwisho bila kuchelewesha. - Chunguza viwango vya hisia zako. Fanya maamuzi wakati una furaha. Wakati wa kutilia shaka, kuahirisha shetani ya uamuzi ili kuepuka matokeo mabaya. - Kamwe usiwaangalie watu mmoja-mmoja. Angalia tu masuala na mawazo ili kufikia suluhisho. Sikuzote ni nini kilicho sawa na kisicho sawa si ni nani aliye sawa na asiye sawa. Katika visa vikali, kutofanya uamuzi pia ni uamuzi. Nyakati nyingine, wakati utatatua matatizo yenyewe. Hata hivyo, uitendee kama jambo lisilo la kawaida, wala si kama jambo la kawaida. - Orodhesha njia mbadala zenye busara na zenye kutegemeka. Angalia ikiwa kuna athari na matatizo ya muda mrefu. Epuka kufanya maamuzi ukiwa na hasira. - Kulala juu ya tatizo. Unapofikiria tatizo kabla ya kulala, asubuhi ya siku inayofuata unapata suluhisho bora zaidi wakati unalala na tatizo. Unapolala, kwa kufikiria tatizo hilo, huenda kwenye akili yako ya chini ya fahamu ambayo hutafuta suluhisho moja kwa moja. - Wakati huna kupata mawazo yoyote kwa matatizo yako, kuchukua mapumziko kwa muda. Katika kipindi hicho akili ya chini ya fahamu hutafuta habari ili kupata njia nyingine zinazofaa. - Fikiria matokeo kabla ya kutekeleza uamuzi. Ni nini kinachoweza kuwa bora na kibaya zaidi baada ya kutekeleza uamuzi wako? - Nenda kwa intuition, kama athari na kuanguka ni mdogo na muda ni mfupi. Kwa kulinganisha, uchelewesha uamuzi wakati kuna uwezekano wa kuumiza zaidi wengine. - Angalia sababu za msingi, sababu na nguvu, na kuchunguza yao analytically kufika katika ufumbuzi uwezekano. - Weka maamuzi yako ndani yako mwenyewe wakati unahusika katika kufanya maamuzi ya kikundi kwani inaweza kuathiri wengine. Sikiliza washiriki wa kikundi kwanza, uzingatie faida na hasara na utoe suluhisho lako. Inasaidia kufikia suluhisho linalowezekana na linalofaa zaidi. - Kuwa tayari kiakili kwa ajili ya kushindwa kama maamuzi yote inaweza si kutoa matokeo yaliyotakiwa. Kufanya maamuzi na uongozi Uongozi na kufanya maamuzi ni karibu kushikamana. Viongozi lazima wafanye maamuzi katika ukungu wa kutokuwa na uhakika. Viongozi wazuri wanajua jinsi ya kufanya maamuzi na kujitolea kuyafanya. Hawapatwi na visingizio. Wana mahali pa juu zaidi pa kudhibiti ndani. Wao hufanya maamuzi na kuyatekeleza. Wao ni wenye matumaini na wana mipango mbadala tayari kama uamuzi fulani hususa boomerangs. Wanajifunza mambo kutokana na maamuzi mabaya na kurudia mambo yao haraka. Kwa viongozi, kushindwa si mwisho lakini ni fursa ya kujifunza kuwa werevu na wenye hekima. Uongozi unahitaji kuchukua nafasi ya matatizo, kukabiliana na matatizo moja kwa moja, na kufanya maamuzi magumu. Wakati wowote kuna mgogoro usitende kana kwamba hakukuwa na tatizo kama chini yako kujua sawa. Kufanyiza kana kwamba hakuna mgogoro utaharibu mamlaka yako ya kuongoza kutoka mbele. Kwa hiyo, kukubali ukweli na kutangaza kwamba kuna mgogoro brewing na kutenda ngumu kwa kufanya maamuzi sahihi. Ikiwa viongozi wanashindwa kufanya maamuzi sahihi inagharimu maisha na kazi ya wanachama wa timu yao. Viongozi wanapaswa kukubali kuwa na hatia ya kushindwa kwao na kueneza sifa kwa mafanikio yao. Mawasiliano na maamuzi Mawasiliano yana jukumu muhimu katika kufanya maamuzi ya mafanikio. "Peter Drucker alisema, ""Kitu muhimu zaidi katika mawasiliano ni kusikia kile ambacho hakisemiwi"" na ""Kuwa msikilizaji mzuri ili kufanya maamuzi sahihi.""" Mara baada ya uamuzi ni kufanywa ni muhimu sawa kushawishi wanachama wa timu kukubali kuhakikisha utekelezaji ufanisi. Katika suala hili, mawasiliano ina jukumu muhimu katika kupata ujumbe wa maamuzi kwa ufanisi kwa wanachama wa timu. Wakati mwingine kuna haja ya kurekebisha maamuzi kulingana na pembejeo ya wanachama. Wakati timu ina baadhi ya reservations, ni muhimu kwa kufikiria tena na kurekebisha maamuzi. John McDonald alisema, "Mtendaji wa biashara ni kwa taaluma ya mteuzi wa maamuzi. Ukosefu wa uhakika ni mpinzani wake. Kushinda ni utume wake. <unk> Hakuna fimbo ya kichawi ya kufanya maamuzi ya mafanikio. Kufanya maamuzi kwa ufanisi huhitaji majadiliano na majadiliano ya kina. Changamoto na maamuzi ni wewe si daima kuwa na data zote unataka. Uamuzi ni moja ya ujuzi muhimu wa ujuzi laini. Pia ni ustadi muhimu wa kufikia uongozi wenye matokeo. Mojawapo ya vipimo vya kupima uongozi wenye matokeo ni ustadi mzuri wa kufanya maamuzi. Mawasiliano ni mama ya uongozi, maamuzi ni baba ya uongozi. Kwa sababu ya maendeleo ya haraka ya teknolojia, imekuwa vigumu sana kufanya maamuzi sahihi. Mtindo wa zamani wa kufanya maamuzi haufanyi kazi katika muktadha wa sasa kwani mambo yanabadilika haraka. Viongozi wanapaswa kutambua ukweli huu na lazima kujibuni upya na zana na mbinu za ubunifu na ubunifu za kufanya maamuzi. Kufanya maamuzi ni ustadi ambao unaweza kusitawishwa kwa muda kwa mazoezi na uzoefu. Mara tu unapofanya mazoezi ya kufanya maamuzi unaboresha ujasiri wako na kuwa kiongozi mwenye mafanikio. Kushinda magumu maishani pia kunaweza kukufanya uwe mtu mwenye uwezo wa kufanya maamuzi. Ujuzi huu ni muhimu sana kwa viongozi katika usimamizi wa ngazi ya juu kama hatima ya shirika na wafanyakazi wake hutegemea tu juu yao. Kwa hiyo, ni muhimu kuwa mwenye kujizuia na mwenye tahadhari na kuonyesha ukomavu ili kufanya maamuzi mazuri. Hakuna njia ya kawaida ya kufanya maamuzi. Fanya hivyo wakati una muda na habari nyingi za kufanya maamuzi. Fuata moyo wako wakati unapokuwa na muda na habari chache za kufanya maamuzi. Fuata hisia zako wakati huna wakati wa kutosha na upatikanaji wa habari ili kufanya maamuzi. Kwa ufupi, kufanya maamuzi kunategemea hali. Kwa kumalizia, kuna haja ya maamuzi ya hali katika karne ya 21 kushinda nyakati za msukosuko na kufikia ubora wa shirika na ufanisi. Kuhusu Mwandishi Profesa M.S. Rao, Ph.D. ni Baba wa "Uongozi laini" na Mwanzilishi wa MSR Uongozi Washauri, India. "Mwanamke huyo ni kiongozi wa kimataifa na ana uzoefu wa miaka 40 na ni mwandishi wa vitabu zaidi ya 50 ikiwa ni pamoja na ""See the Light in You"" (ona nuru ndani yako) na ""See the Light in You"" (ona nuru ndani yako) na ""Spiritual Mindfulness"" (dp.19493132)." Yeye ni mshauri wa C-Suite na msemaji mkuu wa kimataifa. Ana macho ya kimkakati na maono ya muda mrefu kutokana na uzoefu wake wa kitaaluma wa nyanja nyingi ikiwa ni pamoja na kijeshi, kufundisha, mafunzo, utafiti, ushauri, na falsafa. Ana shauku ya kutumikia na kufanya tofauti katika maisha ya wengine. Yeye ni mchangiaji wa kawaida wa Jarida la Mjasiriamali.