A commitment to make more informed and intelligent decisions based on the best available facts.

4.Perpetuating the status quoa.Managers may base decisions on what has worked in the past and fail to explorenew options, dig for additional information, or investigate new technologies.5.Being influenced by emotionsa.Decisions made while one is angry, upset, or even ecstatically happy are usuallymade without clear information and a clear head.6.Overconfidencea.Most people overestimate their ability to predict uncertain outcomes.Being aware of the biases that cloud judgement helps managers avoid decision traps and makebetter decisions.INNOVATIVEDECISIONMAKINGPAGE246Most decisions within organizations are made as part of a group, and whereas managers can’talways see their own biases, they can build in mechanisms to prevent bias from influencingmajor decisions at the organizational level.

Brainstorming:a technique that uses a face-to-face group to spontaneously suggest a broadrange of alternatives for making a decisionElectronic Brainstorming: brings people together in an interactive group over a computernetwork, rather that meeting face to face.Evidence-based decision making: founded on a commitment to examining potential biases,seeking and examining the evidence with rigor, and making informed and intelligent decisionsbased on the best available facts and evidence.Devil’s Advocate: a person who is assigned the role of challenging assumptions and assertionsmade by the group to prevent a premature consensus.Point-counterpoint: a group decision making technique that breaks people into subgroups andassigns them to express competing points of view regarding the decision.Groupthink: refers to the tendency of people in groups to suppress contrary opinions in a desirefor harmony.Escalating Commitment:refers to continuing to invest time and money in a decision despiteevidence that it is failing.After-Action Review: a disciplined procedure whereby managers review the results of decisionsto evaluate what worked, what didn’t, and how to do things better.

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An experiment at the University of Missouri compared decision-making groups during 10- to 20-minute meetings with groups that settled down. Those who stood up took 34% less time to make decisions, and the process was just as smooth as those who sat down.

Sitting down or standing up during meetings may seem like a silly question. But do the math to see that it’s essential. The energy giant has over 50,000 employees: if each one were to replace a 20-minute meeting a year with a stand-up meeting, each of those meetings would last 7 minutes less. So this exchange would save nearly 6,000 hours a year.

Whoever is a leader certainly has a lot to do with maximizing profits. However, unlike this professional choosing the green shirt to work out instead of the blue one, companies and their leaders’ decisions must be based on concrete evidence that that is the best choice.

Unlike the leader who chose a green t-shirt, they thought it matched their pants better, as companies go beyond decisions in which they choose, because or only in the feeling or experience of their leaders. This is why people talk so much these days about evidence-based decisions in management processes.

This management model encompasses various sources of scientific evidence and empirical results to understand different subjects better and analyze them more technically. It’s a mindset very similar to what, for example, the medical uses.

Collect data

Having data is something very abstract and substantial. The data are not information since they alone do not have the power to determine a situation or understand, and we can exemplify the same in the following sentence: “German Shepherd”. What is our interpretation of this data? Are we referring to a canine breed? Or to a religious man of German origin whose function is to minister to a religious cult?

In Law, there is a subject – which is also very interesting – called hermeneutics. Hermeneutics is a science that allows working on the interpretation of texts, speeches, and others to translate the real meaning of things. And this is very interesting also for the analysis and treatment of this data.

Analyze and process data

For assertive decision-making, it is necessary to understand the data. And in this regard, the example of the statement “sweetener makes you fat” is helpful. This sentence makes it possible to make the following analysis: most people who take sweeteners are overweight people. Therefore, due to a mistaken analysis of the data, the sweetener is the cause of weight gain. And this is when decision-making is conditioned.

The sweetener is a palliative measure for those who want to reduce sugar doses. It was not the sweetener that increased the weight of such an audience, but the sugar or even other factors related to diseases. Therefore, to conclude that the sweetener is the reason for the weight gain would be drastically wrong in the data analysis.

Do you realize the importance of data analysis and treatment and how it affects decision-making? Do organizations look at this factor? Are the analyzes really about the real reason and not about the symptom?

Generate clear information

If you work well in the analysis and treatment of data and understand the real situation of the “Gemba” – a word of Japanese origin that means “the real place”, “place where things happen” – the leader will have clear information. And with clear and well-defined information, it will be possible to leverage evidence-based decision-making.

Make decisions

The information will serve as support for assertive decision-making. The management of this information, by indicators or by other indicative means, may give input to unilateral decision-making, with the manager of his area making decisions about his area, or multilaterally, as part of strategic decisions in planning committees or groups of improvement.

Regardless of the organizational structure – hierarchical, matrix, by projects, or by processes – decision-making is part of routine management, and knowing how to take it can lead the company to better results and positions in the market.

The importance of evidence-based decision-making

Increased responsibility

Decision-making is part of a business on a daily basis, whether right or wrong, impacting immediately and also in the long term on organizational performance. Therefore, the manager needs to understand that it is his responsibility to ensure that the decision-making is in accordance with the highest quality standards.

In this sense, you should consider the best available evidence when making decisions, always paying attention to the following points:

• Organizational data;
• Professional specialization;
• Values ​​and concerns of stakeholders;
• Scientific research insights.

A decision-making process based on a structured, evidence-driven approach increases transparency and, therefore, accountability. As a result, the manager will increase not only organizational performance but also his position, reputation, and career prospects as a professional.

Becoming an evidence-based leader company

It is difficult for leaders to do their job. Demands for decisions and the information delivered are often incomplete and meaningless, and even the best executives make mistakes and suffer criticism. In this regard, we can compare them to doctors, who face one critical decision after another, where it is not possible to make the right choice every time.

But the basic difference is that hospitals that adopt evidence-based medicine try to overcome impediments to using it by providing training, technologies, and practices so that staff can bring the results of the best studies to the bedside. Whether or not surgery should be performed based on a particular diagnosis is decided according to scientific studies that demonstrate the effectiveness of the procedure.

The equivalent must be done in the management of companies. But it’s crucial to realize that evidence-based management involves a distinct mindset that clashes with the way many leaders and companies operate. It presents a willingness to put aside conventional beliefs and wisdom (the so-called half-truths) and replace them with a commitment to gathering facts to make informed and intelligent decisions.

If you ask for evidence of effectiveness every time an initiative is proposed, people will start to absorb it as a culture. If you take the time to analyze the logic behind this evidence, those around you will become more disciplined. If you treat the organization as an unfinished prototype and encourage experiments, tests, and studies, rewarding learning from these activities, the organization will develop its own evidence base.

Among the main advantages of evidence-based decision-making are:

• Improvement in decision-making processes, which are balanced with experience and intuition;

• Improved assessment of the performance of each process and its ability to achieve objectives;

• Increased operational effectiveness and efficiency of the team involved;

• Possibility to review, challenge and change opinions and decisions;

• Demonstration, with evidence, of the effectiveness of past decisions.

What are the 4 types of information for decision

What are the 3 types of decision

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Which of the following means that all the information the decision maker needs is fully available?