1, judge whether the decision is necessary.
Managers make decisions, just as surgeons decide whether to operate on patients. Surgeons are very cautious before deciding on surgery, because they know that surgery can't be risk-free, so they must avoid unnecessary surgery. It is this decision that distinguishes good surgeons from ordinary people. This basic principle used by surgeons can also be applied to decision-making.
Step 2 classify the problem
If the classification of the problem is wrong at first, then the final decision will be wrong. Problems encountered by managers can generally be divided into four basic types:
A, whether in the enterprise or in the whole industry is a common event;
2. Events that are special to an enterprise but universal to the whole industry;
Third, completely special events;
Fourth, seemingly special events are actually just ordinary events that have just appeared.
Except for completely special events, other types of problems have their own universal solutions. Completely special problems are very rare. In fact, most of the problems encountered by an organization have been solved by others. Therefore, effective decision makers should carefully analyze the problem and judge whether it is a general problem or a special problem. If the problem is universal, it can only be solved by establishing rules or principles.
3. Defining the problem
Definition is the most important of all seven decision-making factors, and it is also the most easily overlooked factor by managers. An effective decision-maker always seeks solutions to problems from high-level concepts first. Find the right question, even if there are mistakes in the answer, such mistakes can be corrected or saved; But if the problem is wrong, even if the solution is right, the problem will not be solved. In the words of medicine, it is to diagnose diseases correctly. Similarly, decision-making should first have a correct "definition" of the problem, and then "prescribe the right medicine".
4. Judge what is the right decision.
When some managers make decisions, they often can't help asking the question: What kind of decisions can the boss accept? Once limited by this problem, the decision will certainly fail. The starting point of decision-making should be "what is right", not "who is right". However, this does not mean that compromise or compromise in decision-making is not desirable. In fact, compromise is right and wrong. No matter what kind of compromise is to be made, as long as a solution can solve the problem-although it may not be perfect-this compromise is the right compromise. If compromise can't solve the problem, this plan may be more harmful than not making a decision.
5. Let others accept your decision.
If you look at decision-making from the perspective of solving problems, unless your organization accepts your decision, your decision is invalid, it is just a good intention. In order to make the decision effective, we should consider how to make it finally accepted from the beginning of the decision-making process.
6, the implementation of specific actions to implement the decision.
The decision is not completed until the correct action is taken. If we don't assign the tasks and responsibilities to implement the decision, and don't set the deadline for implementing the decision, the decision will be just empty talk and can only be regarded as a kind of hope.
In order to make the decision effective, we must consider the actions that need to be taken at the beginning of the decision-making process. Indeed, the decision is not completed at all until the specific steps of implementing the decision are transformed into the tasks and responsibilities of some people. At this time, the decision is just a dead letter. Turning a decision into action requires answering the following questions: Who must understand this decision? What action is needed to implement the decision? Who will take these actions? In order to facilitate people's implementation, what methods should these actions take?
7, according to the actual results to test the decision.
Even efficient managers may make wrong decisions. After all, every decision is risky because it entrusts existing resources to an uncertain and unknown future. Therefore, after the decision is made, it needs to be tested by practice. The result of an important decision will often appear in the future, and it is often many years later. Therefore, in the decision-making process, we should pay attention to tracking records, report relevant information in time, and constantly test the initial expectations of decision makers with real results.