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Decision-Making Best Practice 8 – Observe the Opportunity or Problem First Hand
Every problem possesses unique nuanced qualities and it is often these minor details that renders a decision a striking success, a monumental failure, or, most frequently, simply average. Those who recognize these details can exploit them to their organization’s advantage.
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“An ad hominem argument, also known as argumentum ad hominem (Latin: “argument to the man”, “argument against the man”) consists of replying to an argument or factual claim by attacking or appealing to a characteristic or belief of the person making the argument or claim, rather than by addressing the substance of the argument or producing evidence against the claim. The process of proving or disproving the claim is thereby subverted, and the argumentum ad hominem works to change the subject.
Organizations confer varying degrees of decision-making authority to their executives, managers, and employees typically based on their positions within the organization. In many circumstances, this results in more than one individual possessing the authority to render a decision for the particular question at hand.
Decisions, both large and small, define an organization, its culture, its direction, its public image, and ultimately its success or failure. Each decision and the process of making and executing on it provide all those involved with a new experience from which to draw upon when making future selections. Organizations, however, are living things; people come and go, memories fade, and circumstances change. Therefore, in order to fully benefit from the hard won and often expensive experience gained through decision-making, a mechanism must be in place to gather, assess, and then make available these lessons learned.
Decision-making involves a degree of risk that increases with the complexity of the decision to be made. Good decisions not only yield desired results but also minimize the risk exposure of the individual or organization making and executing the decision. While there are many ways to minimize decision risk, one that is often overlooked is the ongoing evaluation of the execution of the decision-making process itself.
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