Much of what I have written so far about decision making views the process as a rational one. Identify the issue, gather relevant facts, consider alternatives, good the best one, implement, and then evaluate. Making good decisions in this way is a means of avoiding or at least minimizing the effects of the various subjective or irrational influences that can derail our decision making process. But what about INTUITION? What role, if any, should intuition play in our decision making process, what some authors describe as “the opposite of logical, rational thinking”? … More More Than a Feeling: Intuition and Decision Making
After a bit of a “hiatus,” I’m back with a few more blogs posts about DECISION MAKING. Today, I share another interesting angle on the nature of decision making and how decisions are often made. … More Decision Making: It’s not always the “rational” approach that is the best choice.
We are imperfect decision makers. Much has been written about this in the past ten years. There is something about our brains that makes what should be a rational process, an irrational one–and without us knowing it. Being attentive to these subconscious “cognitive missteps” can help us avoid making poor decisions, especially when it really matters. … More Ignore at Your Own Risk: Bounded Decision Making
When it comes to making “successful” decisions, that is, decisions that achieve their intended purpose, especially important, strategic ones, the track record is somewhat dismal. Perhaps I’m being too kind. In fact, research shows that at least 50% of all such decisions fail to accomplish what the decision makers had hoped for. There are many reasons why … More Decision Making: Good Implementation or Bad Implementation–That is the Issue.
This blog entry is one of a series that I plan to share with you about Decision Making. It is a topic that has garnered a lot of attention during the past 20 years. Interestingly, when we started the M.S. in Organizational Leadership Program in 1995, and included in our curriculum a course entitled, “Leadership and … More Decision Making: First Installment
It’s an interesting question. I’ve done a lot of reading, research, teaching, and introspection of my own experiences regarding the true catalyst (or nature) of developing intrinsically motivated individuals. Many believe that the leader is mostly responsible for providing the inspiration and influence necessary to inspire and stimulate in followers the desire to work to … More Does the Leader REALLY “Motivate?”
Have you worked with or known leaders who behave as though they “know it all?” It doesn’t take long for that kind of leadership to wear thin among those who have to work in that environment and then begin to see the negative impact it has on the organization’s production and success. Who are the … More Are you a “know-it-all” leader?
We’ve now reached the final letter in the L.E.A.D.E.R.S Model: S for Stewardship. In my previous blogs I’ve shared the meaning of L for Leadership; E for Ethics; A for Alignment; D for Decision Making; E for Engagement; and R for Resilience. I trust you have found each component of my model helpful and that … More Stewardship: The “S” in the L.E.A.D.E.R.S. Model
The letter “R” in the L.E.A.D.E.R.S. Model stands for resilience, which literally means to “bounce back.” Effective leaders meet inevitable obstacles and setbacks with optimism and energy. Leaders employ emotional intelligence to help develop resilience in others. Leaders do not treat most failures as ultimate or terminal, but as learning experiences from which all can … More Resilience: The “R” in the L.E.A.D.E.R.S. Model
The next letter in the L.E.A.D.E.R.S. Development Model is D. D stands for Decision-Making. Leaders must humble themselves and acknowledge that they may not be the smartest one on the team, or the one with the best perspective on every issue at all times. Leaders take the time to identify, gather and then analyze the … More Decision-Making: The “D” in the L.E.A.D.E.R.S. Model