Recognizes issues, problems, or opportunities and determines whether action is needed.
What sparks the decision-making process? In some cases it's a request, such as when your leader asks you to choose equipment to purchase, reduce costs, or delegate work. In other cases you might be aware of an issue that needs to be addressed. For example, you:
Receive repeated feedback from customers about a product problem.
Believe an improvement to a current process could bolster productivity.
See an opportunity to increase market share by improving a product feature.
Even when you're not the person who makes the decision, you can improve the quality of the decision by identifying problems and opportunities. As a result, people develop confidence in your ability to spot opportunities and contribute to good organizational decisions.
1. Recognize issues, problems, or opportunities.
Effective decision makers are proactive. They stay aware of issues, unresolved problems, or opportunities they can take advantage of. Chances are there's a decision to be made if you have ideas for:
Improving work processes.
Reducing costs while maintaining quality or efficiency.
Improving customer service.
Increasing enthusiasm of associates.
Bolstering sales or profits.
Example: John noticed that his team's overtime hours had increased over the past year, yet output levels had remained the same. When he asked the team why, John learned that requests for custom packaging had gone up 25 percent, but due to the current equipment, custom packaging orders took longer to fill. He also found out that the organization charged the same price for custom and regular packaging. By correctly recognizing the problems--increased overtime, amount of time to fill custom orders, and potential lost revenue on custom orders--John and his team faced two decisions: how to decrease overtime and whether the demand for custom packaging justifies modernizing the equipment and raising the price for custom packaging.
To determine if you have a "decision in the making," ask yourself:
Are coworkers frequently complaining about work?
Are deadlines being missed or jobs being done incorrectly?
Are there an unusual number of misunderstandings or conflicts between/among departments?
Is there a trend in customer feedback?
Do I have an opportunity to provide a product or service that the competition can't?
To Green Bay Packers #88 Finley Jersey obtain specific information about your potential decision, check the following sources:Includes sales or performance records, ideas taken Green Bay Packers #88 Finley Jersey from suggestion boxes, and informal communication gathered via your network, team meetings, task forces, and quality committees. Includes competitor information, research reports, and customer surveys and feedback.
External data.
2. Define the desired outcomes, criteria, and decision.
After recognizing that a need or opportunity exists, write a clear description of your desired outcomes, the criteria your decision needs to meet, and what you hope to decide. Doing this helps you:
Determine whether a decision or action is needed.
Confirm that you're addressing the "right" situation.
Ensure that your decision yields the results you want.
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