Decision Making MBTI - APPA · Decision Making MBTI Fred Gratto ... Step 1 – State What Appears...
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9/17/2012 1 Decision Making MBTI Fred Gratto [email protected] Kathy Gratto [email protected] University of Florida Basics of Decision Making • Precise clarification of roles • Correct identification of the issue • Skillful application of decision process Process is based on the premise that creativity and analysis can be joined to produce the best possible decision. Decision Making • Making the best decision is the core of an effective work environment. • Need to balance available f dl d information andlegitimate needs with available resources and organizational goals.
Transcript of Decision Making MBTI - APPA · Decision Making MBTI Fred Gratto ... Step 1 – State What Appears...
9/17/2012
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Decision MakingMBTI
Fred [email protected] [email protected]
University of Florida
Basics of Decision Making
• Precise clarification of roles• Correct identification of the issue• Skillful application of decision process
Process is based on the premise that creativity and analysis can be joined to produce the best possible decision.
Decision Making • Making the best decision is the core of an effective work environment.
• Need to balance available f d l dinformation and legitimate needs
with available resources and organizational goals.
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Today’s Discussion
• The involvement continuum• How to identify questions/issues• Decision styles and their impact• The decision making process• Vigilant decision making• Creativity and decision making
Critical Factors in Decision Making
• Precise clarification of roles• Correct identification of the issue• Teamwork• Sense of urgency• Sense of ownership and “want‐to”
How It Works
PerceiveHow we experience the world
Five sensestouch, smell, see, hear, taste
Psychological Patternsmental models
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How It WorksCommunicateHow we share perceptions
Verbal•Denotative – Dictionary definition•Connotative – All that is associated with a meaning. The implied, g p ,subjective, understanding of a word.
Nonverbal•75 % of communication•Consistency…voice intonation and body language
How It WorksReasonHow we form conclusions
FactsReal, measurable, quantifiable, do exist
InferencesConclusions drawn from observations, assumptions, feelings
Facts vs. Inferences
FactsMust be verifiableInferencesDrawing a conclusion about the unknown fromDrawing a conclusion about the unknown from something that is knownStatisticsDescriptive – Describe a sampleInferential – Make inferences about populations, based on samples
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Keep These Facts In Mind
• Inferences are valuable and useful• Most decisions are based on inferences• Every decision concerning the future is an i finference
• Be aware of people who present inferences as facts
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Identify the Question/Issue
Objective Type of Question
Determine what is true Fact
Determine what is probable Conjecture/InferenceDetermine what is probable Conjecture/Inference
Determine what is acceptable Value
Determine course of action Policy
Involvement Continuum
INFORMED INPUT DECIDE
Discuss (Informal) Vote True ConsensusDiscuss (Informal) Vote True Consensus
Recommend (Formal) Modified Consensus
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Sample Meeting Agenda
AgendaGroup: Director’s TeamDate: September 20, 2012Time: 8:30 am – 9:30 amLocation: First Floor Conference RoomAttendance: Director and Assistant Directors
Topic Person Responsible Role: Inform, Input, Decide Time_______________________________________________________________________________
1. Status of upgrades M. Werts Inform 10 min.
2. Discuss draft of Mission Statement J. Goode Input 30 min.
3. Training Schedule S. Martin Decide 15 min.
Decision Styles
NTTheoretical
NFIdealistic
N (Future)What if…?What could be…?
S (Present)What is…?
STPractical
SFSocial
What was…?
T (Things, Logic)I think…
F (People, Values)We should…
Information Processing StylesSENSING
Prefers practical problems
Prefers systems and methods
Likes to work with tested ideas
INTUITIVE
Enjoys ambiguous problems
Get bored with routine
Regularly floats new ideas
Likes to work with real things
Is patient with routine detail
Will test established facts
Pays attention to facts and details
Wants to see detailed reports
Searches for standard approaches
Sees possibilities and implications
Frequently jumps beyond facts
May get facts wrong
Has creative vision and insight
Follows inspiration
Searches for innovations.
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Information Processing StylesThinking
Establishes objective decision criteriaMeasures decisions against payoffsCan be seen as detached and coldB li i d idi di t
FeelingHas personal, subjective decision criteriaMeasures decisions against beliefsCan seem to be over‐committed to a belief
Believes in deciding according to situationLikely to be flexibleNegotiates on the evidenceConcerned with fairness in regard to rulesLikes analysis and clarityIs task oriented.
Believes in deciding on personal considerationsIs likely to be traditional and nostalgicNegotiates right and wrong of issuesBelieves fairness relates to values and beliefsLike harmony based on common valuesIs principles oriented
Zig‐Zag Process1. What is the situation? 2. New Possibilities
Gather the facts. s N Use imagination.
T F 3. Analyze each 4. Weigh human
possibility. consequences of possibilities.
Decision‐Making/Problem Solving Process
The Issue/QuestionStep 1 – State What Appears to be the Problem
Real problem may not surface until all facts and p yopinions have been analyzed. Start with a supposition that can later be confirmed or corrected.
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Decision Making/Problem Solving Process
The Need for a ChoiceStep 2 – Gather Facts, Feelings, OpinionsWhat happened? Where, when, how? What is its size, scope, severity? Who and what is affected? Is it likely toscope, severity? Who and what is affected? Is it likely to happen again? Does it need to be corrected? Time and expense may require you to select higher priorities.Step 3 – Restate the problemThe problem may not be the same one identified in Step 1. More information and facts make this a possibility.
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Decision Making/Problem Solving Process
Systematic Inquiry of ChoicesStep 4 – Identify Alternative SolutionsGenerate Ideas. Do not eliminate any possible l i il l h b di dsolutions until several have been discussed.
Step 5 – Evaluate AlternativesWhich one will provide optimum solution? What are the risks? Is solution cost effective? Will it create new or different problems?
Decision Making/Problem Solving Process
Informed ChoiceStep 6 – Implement the DecisionWho must be involved? To what extent? How, when where? Who will be impacted? Whatwhen, where? Who will be impacted? What might go wrong? How will results be reported and verified? Step 7 – Evaluate the ResultsTest the solution against desired results. Modify?
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Who Makes the Best Decisions?You Alone Your Team Your Org
•Identify issue/concern ________ ________ ________•Gather facts/information ________ ________ ________•Assess feelings/opinions ________ ________ ________•Restating the problem ________ ________ ________•Identify alternative solutions________ ________ ________•Evaluating best alternatives ________ ________ ________•Implementing the decision ________ ________ ________•Evaluating the results ________ ________ ________
Vigilant Decision‐MakingReflects Need for Thorough Examination of the Information.
o Canvass a wide range of alternative courses of action.o Survey the full range of objectives to be fulfilled.o Carefully weigh the known costs and risks of each alternative.o Search for additional information regarding alternatives.o Correctly assimilate new information, even if it does not support the preferred course of action.o Reexamine the positive and negative consequences of all alternatives, including those originally considered unacceptable.o Make detailed provisions for implementing the chosen course of action, with contingencies for known risks.
Encouraging Vigilance
SuspensionAdopt the attitude that suspending initial judgments about an answer to a discussion question is desirable This helps direct energyquestion is desirable. This helps direct energy into inquiry, rather than bolstering known positions.
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Encouraging Vigilance
ExposureRecognize that you might hear ideas that you will immediately consider unacceptable. So, be ready This will encourage engaged listeningready. This will encourage engaged listening. Exposure to others’ thinking carries no obligation for acceptance.
Encouraging Vigilance
AssociationUnderstand that people tend to associate the
h f id i h h f iworth of an idea with the source of it. Therefore, be careful not to inflate or devalue an idea based on whether or not you like the individual expressing it.
“Hot Spots” …Sources of ConflictExtraverts•May not have enough patience for introverts.•May not give full tt ti t i t t
Introverts•May not fully engage in discussions.•May not ask for clarification of ideas orattention to introverts.
•May not separate “brainstorming” from conclusions.
clarification of ideas or conclusions.•May not provide sufficient feedback
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“Hot Spots”…Sources of Conflict
Sensors•May not listen for the “gist” of the conversation.•May not suspend
Intuitives•May not present thoughts in a sequential pattern.May not suspend
disbelief long enough or often enough.•May not separate “existing” from “potential.”
•May not show concern for present realities.•May not attend to details of implementation.
“Hot Spots”…Sources of ConflictThinkers•May not try to understand the feelings of others.
Feelers•May not acknowledge the morality or feelings of Thinkers.•May not support the•May not allow Feelers to
express or vent their emotions.•May not temper objectivity with compassion.
•May not support the legitimacy of a logical approach.•May not separate the objective from the subjective.
“Hot Spots”…Sources of ConflictJudgers•May not take a thorough approach to decision making.•May not support other
Perceivers•May not realize when it is alright to stop working on certain tasks.•May not acknowledge•May not support other
methods of working.•May not work well during constantly changing priorities.
•May not acknowledge how stressed others become when tasks are not completed.•May not develop plans through a formal process.
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Decision Pitfalls
Defensive AvoidanceCharacteristic of people who manage decisional conflict by finding ways to avoid making a choicechoice.HypervigilancePeople feel pressured to make a decision, and may be prone to choose the first available option that appears to resolve the difficulty.
Group Creativity Techniques
Brainstorming
No criticism. Strong support for the production of many different ideas. Li t t d i l t d bList generated is later pruned by modification and combination.
Group Creativity Techniques
Nominal Group TechniqueStructured. Face to face. 1) Individuals silently generate ideas in
writingwriting. 2) There is round‐robin recording of
ideas. A voting or rating process is used.
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Group Creativity Techniques
Delphi Technique
Group does not meet face to face. Ideas and di i h d fdirections are gathered from experts. Chairperson acts as an administrator of the feedback and input. Solutions are summarized and fed back to the members. This requires reevaluation and is time consuming.
Group Creativity Techniques
Statistical Method
Individual members do not interact. Technique li i d i i bl S llimited to quantitative problems. Several individuals make estimates. A mean (average) is used.
Group Creativity Techniques
Ordinary Group Procedure
A group is called together. Members interact f f h bl i d dface to face. The problem is presented and comments are requested. Consensus is the goal.
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Worksheet: Moving Forward
Identify 3 decisions currently in your organization.1. ______________________________22. ______________________________3. ______________________________
Worksheet: Moving Forward
Which of these decisions is the most difficult?______________________________________What factors make this the most difficult?______________________________________What can you do to help the decision process?______________________________________
