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Reports : 'Brilliant Decision Making'
This article abstracted from Beermat.biz, Weekly e-zine, 28th May 2010. Copyright Mike Southon 2010
"We are all judged by the personal and professional choices we make, but few of us put any serious thought into the formal process that is required to make the right decision at the right time.
In theory, the process of decision-making should be relatively straightforward. We should gather the best data available, seek expert advice from all interested parties, and finally make a measured decision that is communicated clearly. But we have all made wrong choices or found ourselves paralysed by indecision at some stage of our business and private lives.
Brilliant Decision Making is a new book by Robbie Steinhouse, an ideal combination of serially successful entrepreneur and business coach. Not only does he have to make tough decisions every day in his property and insurance businesses, but he also works one-on-one with business people to address the human frailties that might affect their judgement.
His study of neuro-linguistic programming (NLP) showed him that the process of making decisions is a living, breathing thing which should always be implemented flexibly so they can be altered in mid-flow, as circumstances change. In theory, the big strategic decisions are relatively straightforward; the challenge is in their tactical implementation, which typically needs to be very artful.
Steinhouse summarises good decision-making as having three distinct stages. First, the decision should be put through a process simulator; you assume the answer to the question that is being asked is in the affirmative and you then examine what the likely consequences might be.
If the results are positive, there should then be a stage of formal preparation involving other people, taking into account their various agendas and desired outcomes from the decision. Finally, there should be a distinct moment of decision, which should address all the consequences of any proposed action.
Most business decisions require you to influence others and, ideally, you are able to persuade them to your point of view. Effective leadership can also require your having to explain that you are going to make a certain decision anyway, regardless of their particular concerns or objections.
Steinhouse says that to understand good decision-making it is to acknowledge that we are complex biological creatures. Our brains have a neocortex, which is good at analysis, connected to a limbic system, which is responsible for our emotions; the two have to work in harmony for decision-making to be truly effective. A perfect metaphor can be found in the television programme Star Trek, with the interaction between the logical Mr Spock and the emotional Captain Kirk.
Steinhouse explains that the key to good decision-making is self-awareness. It is important that we differentiate carefully between our own personal, emotional issues and the business challenges that we face. It takes a strong leader to admit to themselves that they might need mentoring, coaching or even counselling to address their own personal demons, so their business judgements are not clouded by hubris, self-interest or other negative emotions
Steinhouse also warns that while famously successful decision-makers claim to be driven primarily by their instincts, these have always been honed by many hours of practical experience, mixed with considerable self-awareness.
Albert Einstein is often quoted as explaining that you can never solve a problem on the same intellectual level at which it was created. Resolving to understand the process itself could be the best decision of all".
Brilliant Decision Making by Robbie Steinhouse is published by Prentice Hall.
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This article ©Mike Southon 2010.
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