What You Don't Know About Making Decisions (HBR OnPoint Enhanced Edition)

What You Don't Know About Making Decisions (HBR OnPoint Enhanced Edition)
by David A. Garvin, Michael A. Roberto

What You Don't Know About Making Decisions (HBR OnPoint Enhanced Edition)
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Book Summary Information

Author: David A. Garvin, Michael A. Roberto
Edition: Digital
Audio: English (Published)
Format: Download: PDF
Published: 2003-11-01
ISBN: N/A
Number of pages: 11
Publisher: Harvard Business Review

Summary of What You Don't Know About Making Decisions (HBR OnPoint Enhanced Edition)

Most executives think of decision making as a singular event that occurs at a particular point in time. In reality, though, decision making is a process fraught with power plays, politics, personal nuances, and institutional history. Some decision-making processes are far more effective than others. Most often, participants use an advocacy process, possibly the least productive way to get things done. They view decision making as a contest, arguing passionately for their preferred solutions, presenting information selectively, withholding relevant conflicting data so they can make a convincing case, and standing firm against opposition. Much more powerful is an inquiry process, in which people consider a variety of options and work together to discover the best solution. Moving from advocacy to inquiry requires careful attention to three critical factors: fostering constructive, rather than personal, conflict; making sure everyone knows that their viewpoints are given serious consideration even if they are not ultimately accepted; and knowing when to bring deliberations to a close. The authors discuss in detail strategies for moving from an advocacy to an inquiry process, as well as for fostering productive conflict, true consideration, and timely closure. They offer a framework for assessing the effectiveness of your process while you're still in the middle of it. Decision making requires a genius for balance: the ability to embrace the divergence that may characterize early discussions and to forge the unity needed for effective implementation.

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