Eight steps to making a wise decision
ELBONOMICS: Any team decision can be changed as soon as a toxic boss comes in.
I’m a newly promoted manager in a mediumsized corporation. In my previous work as a line supervisor, I was not given any major role in problem-solving and decision making and at times, I lose confidence when I’m confronted with some issues at work. Could you help me outline some strategies? — Tell Me.
Any dead fish can float downstream, but only a live one can swim against the current. I’m using that maxim to emphasize the point that only active, challengethestatus quo managers can do problem-solving and decision making. The trouble is that, it appears you didn’t have this kind of training during your supervisory days.
And now, you’re looking for the best possible management template to fast-track what you failed to learn before. I’m not trying to blame you, but the system you’re in. The best training could have been done when you were holding a supervisory position, where you can compare and contrast all styles of your bosses.
The truth will set you free, but first it will make you miserable. However, there’s still hope for you.
Now that you’re a manager, how will you make a decision? There are thousands of studies and research on how managers make wise decisions. Either they come from the academe, if not from actual best practices in many industries. And if I’m to summarize them here, it will boil down to two major elements:
One is the source, integrity, and the kind of information that a manager has received. Two, is the manner you process that information in a rational ( logical or objective) or non-rational (emotional or subjective) way. In academic terms, they’re called linear and nonlinear thinking styles, respectively.
For instance, if you’re confronted with a problem employee, how would you handle the situation in the best way possible? As I’ve stated earlier, there are two approaches — either you do the rational or non-rational approach. Sometimes, you may be tempted to combine the two, except that you should also be cautious of its unintended consequences in the future.
The rational approach is when you give due process to the erring employee, which can be further be broken down into two — substantive, or how the offense is defined by the company’s Code of Conduct, if not through the provisions of Article 282 of the Labor Code; and procedural, when you give enough chances for the worker to explain himself and avoid the prescribed penalty or penalties.
On the other hand, the non-rational approach would involve ignoring the offense and instead weighing the personal circumstances of the alleged offender such as his length of service, being the sole bread winner for his family, his being a close relative of the business owner, his knowledge of trade secrets, and many more.
The combination approach is when you require the errant worker to undergo due process, and as soon as the objective findings are done, and everyone in management is convinced that he has to be dismissed, then you simply allow the person to save face by filing his resignation right away, while giving that person all the sweeteners to tide him over.
Now, here are a few strategies that you can apply, either singly or collectively with the help of your teammates. This applies when you try to solve non-disciplinary, non-people issues:
First, identify an irritating and costly problem. Be specific with actual facts and figures. Quantify the losses if you drag your feet and the customers are starting to leave in droves.
Second, analyze the root cause of the problem. Use the Five Whys or the Ishikawa Diagram, among others. If you can’t find the correct reason, then you’ll only be approaching an issue with a temporary solution.
Third, formulate the decision criteria. List down the factors and allocate percentage weights to them. This gives everyone subjectivity.
Fourth, generate as many solutions as possible. Then rank the top three solutions from top to bottom, and in accordance with the decision criteria.
Fifth, tabulate the results of all possible alternatives. This has become easy to do as long as you will not waver on your decision criteria.
Sixth, select and implement the best solution. Formalize or document your decision so that other stakeholders can always refer back to it.
Seventh, monitor the implementation. And adjust accordingly if you encounter a major problem. Otherwise, all systems go.
Eighth, evaluate the effectiveness and efficiency of the decision. Learn from the process. Use it as your template in your problem-solving and decision making process. In conclusion, whatever comes your way, a wise decision must promote the best interests of the
organization.