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Decision-Making Best Practice 19 – Identify the Decision Timeframe

StrategyDriven Decision Making Article | Infinity Clock | Decision TimeframeEvery decision involves risk, with time underlying all mitigating factors. Some decisions occur too late, resulting in the forfeiture of a situational opportunity, competitive advantage, or adverse outcome avoidance. Other decisions are made too quickly, unnecessarily increasing risk because of diminished data gathering and contemplation that better informs the choice.


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Decision-Making Best Practice 13 – Document the Decision-Making Process

StrategyDriven Decision Making Article | Decision Making ProcessEvery decision made represents a risk to the organization; some large, others small; some immediate, others latent; some positive, others adverse. Regardless of the impact, it is desirable to have each decision bring optimal benefit to the organization. Achieving these frequent, repeatable, and positive results requires a mechanism to drive consistency in decision-making; consistency that is only achieved through established procedures on which decision-makers are trained and against which performance is evaluated and acceptable behaviors reinforced.


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StrategyDriven Podcast Special Edition 38 – An Interview with Robert Morison, co-author of Analytics at Work

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 38 – An Interview with Robert Morison, co-author of Analytics at Work explores how to leverage analytics to make better business decisions that ultimately lead to superior business results. During our discussion, Robert Morison, co-author of Analytics at Work: Smarter Decisions, Better Results shares with us his insights and illustrative examples regarding:

  • the tangible benefits leaders realize as a result of incorporating analytics in their decision-making process
  • balancing the art and science of decision-making and recognizing when the process is out-of-balance
  • types of questions analytics can help answer
  • the five stages of analytical maturity
  • the five key analytics DELTA components: Data, Enterprise, Leadership, Targets, and Analysts

Additional Information

In addition to the invaluable insights Robert shares in Analytics at Work and this special edition podcast are the resources accessible from his website, www.AnalyticsAtWorkBook.com.   Robert’s book, Analytics at Work, can be purchased by clicking here.

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About the Author

Robert Morison is co-author of Analytics at Work. For the past twenty years, Robert has led breakthrough research at the intersection of business, technology, and human asset management. He has written or overseen more than 130 research and management reports on topics ranging from business reengineering to electronic business to workforce demographics. Robert is co-author of three Harvard Business Review articles and Workforce Crisis: How to Beat the Coming Shortage of Skills And Talent. To read Robert’s complete biography, click here.

Decision-Making Warning Flag 1c – ad hominem: Personal, Not Issue Attacks

StrategyDriven Decision Making Article | ad hominem“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.

It is most commonly used to refer specifically to the ad hominem abusive, or argumentum ad personam, which consists of criticizing or attacking the person who proposed the argument (personal attack) in an attempt to discredit the argument. It is also used when an opponent is unable to find fault with an argument, yet for various reasons, the opponent disagrees with it.”

Ad Hominem
Wikipedia

The ‘Old Boys Club’

Product defects plague a company’s profitability; warranty repairs, returns, and lost sales robbing the organization of its already slim profit margins. Executives assembled an engineering team to assess product designs and material quality in hopes of identifying a root cause to the defective product issue. A junior member of the assessment team, a young, recently hired assembly line supervisor, identifies the lack of routine calibration of critical cutting tools as a contributor to the poor fit of key product components. The tenured company engineers on the team discount the supervisor’s observation because he’s too young and too new to know what’s really important. These senior engineers have just made an ad hominem argument to advance their position.

Ad hominem arguments are bias-based logic fallacies made to support business decisions every day. As with all logic errors, decision-makers fall prey to the appearance of reasonableness, especially when the assertion supports their desired course of action. Although difficult, recognizing and eliminating the use of ad hominem arguments in decision-making is absolutely necessary.


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Additional Information

Additional insight to the warning signs, causes, and results of logic errors can be found in the StrategyDriven website feature: Decision-Making Warning Flag 1 – Logic Fallacies Introduction.

Insights on organizational diversity and inclusion can be found in the StrategyDriven topical area: Diversity and Inclusion.

Decision-Making Best Practice 2 – Multidiscipline Teams

StrategyDriven Decision Making Best PracticeComplex decision execution, whether seeking near- or long-term results, often stimulates action involving many of the functional business units within an organization. These decisions may mobilize procurement personnel for material acquisitions, human resources specialists for contractor in-processing, finance personnel for debt restructuring, or any of a number of other functional organizations for the performance of core business activities.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.