1.

2 LEADERSHIP THROUGH DECISION MAKING

If we want results, we decide; if we dont, we cant do anything

2005 Prentice Hall Inc. All

Decision-making starts here.

-

Uncertainty Complexity High-risk consequences Alternatives Interpersonal issues

2005 Prentice Hall Inc. All

A systematic Approach to Decision Making

Six (6) steps to making an effective decision 1) Create a constructive environment 2) Generate good alternatives 3) Explore these alternatives 4) Choose the best alternative 5) Check your decision 6) Communicate your decision, and take action

2005 Prentice Hall Inc. All

STEP 1: CREATE A CONSTRUCTIVE ENVIRONMENT

-

Establish the OBJECTIVE Agree on the PROCESS Involve the RIGHT PEOPLE Allow OPINIONS to be heard Make sure youre asking the RIGHT QUESTION Use CREATIVITY TOOLS from the start

2005 Prentice Hall Inc. All

Establish the OBJECTIVE

Agree on the PROCESS

Use Vroom-Yetton-Jago Decision Model

2005 Prentice Hall Inc. All

 2005 Prentice Hall Inc. All

Involve the right people

Stakeholder Analysis

2005 Prentice Hall Inc. All

Power/Interest Grid Template

2005 Prentice Hall Inc. All

Allows opinion to be heard

Stepladder Technique
2005 Prentice Hall Inc. All

Make sure youre asking the right question

5 Whys
2005 Prentice Hall Inc. All

Sample case:
Your client, Hinson Corp., is unhappy. Using the 5 Whys, go through the ff steps:

Why is our client, hinson corp is unhappy?

Because we didnt deliver services when we said we would

Why were we unable to meet the agreed-upon The job took much longer than we though it timeline? would Why did it take so much longer? Why did we underestimate the complexity of the job? Why didnt we do this? Because we underestimate the complexity of the job Because we made a quick estimate of the time needed to complete it, and we didnt list the individual stages to complete the project Because we are running behind on other projects

WE clearly need to review our time estimation and specification procedures

2005 Prentice Hall Inc. All

Use creativity tools from the start

Generating new idea

2005 Prentice Hall Inc. All

STEP 2: GENERATE GOOD ALTERNATIVES

-

Generating Ideas through:

Brain Storming

2005 Prentice Hall Inc. All

Mind Map

2005 Prentice Hall Inc. All

Group Brainstorming

2005 Prentice Hall Inc. All

Considering different perspectives

1) Reframing matrix 4 Ps: Product Planning Potential People 2005 Prentice Hall Inc. All

Considering different perspectives

5Ds
Define Discover Dream Design Deliver 3) Appreciative Inquiry

2005 Prentice Hall Inc. All

Organizing Ideas

Affinity Diagrams

2005 Prentice Hall Inc. All

Considering different perspectives

Figure 1
2005 Prentice Hall Inc. All

Why customer service is substandard

2005 Prentice Hall Inc. All

Figure 2

Why customer service is substandard

Figure 3
2005 Prentice Hall Inc. All

Why customer service is substandard

Figure 4
2005 Prentice Hall Inc. All

STEP 3: EXPLORE THE ALTERNATIVES

-

Risk

Risk Analysis
2005 Prentice Hall Inc. All

Implications

1) Six Thinking Hats

2005 Prentice Hall Inc. All

Implications

2) Impact Analysis
2005 Prentice Hall Inc. All

Validation

1) Starbursting
2005 Prentice Hall Inc. All

 2005 Prentice Hall Inc. All

Validation

2) Force Field Analysis

2005 Prentice Hall Inc. All

Forces to Change

Forces against Change

PLAN

2005 Prentice Hall Inc. All

Force Field Analysis

Validation

3) Cost Benefit Analysis

2005 Prentice Hall Inc. All

STEP 4: CHOOSE THE BEST ALTERNATIVE

-

Paired Comparison Analysis

2005 Prentice Hall Inc. All

STEP 5: CHECK YOUR DECISION

-

Blind spot analysis

2005 Prentice Hall Inc. All

STEP 5: CHECK YOUR DECISION

-

Ladder of Inference

2005 Prentice Hall Inc. All

Sample Scenario: The regional Sales Manager has just read the latest figures. Sales in Dons Territory are down again! Its simply not good enough. He needs to be fired!
-

Ladder of Inference
Sales fig came with an existing belief that Don is a new salesman not as good as old timers whom he trained well for years Though Don fig are lowest, other area are also down as compare to previous performance as a whole

Latest months figure

Sales manager focus on Dons territory

Sales are down on the previous months Let down by new products being delayed; again and old products running out of stock Manager assumes that drop in sales entirely to do with Dons performance Heres emerged PRODUCTION issue

DECIDES that Don is not performing well What the Manager learnt fm Don?

2005 Prentice Hall Inc. All

STEP 6: COMMUNICATE YOUR DECISION, AND;

MOVE TO ACTION!

2005 Prentice Hall Inc. All

INDEED, An ORGANIZED and SYSTEMATIC DECISION-MAKING PROCESS leads to better decision.... Without a well-defined process, you risk making decisions that are based on insufficient information and analysis Many variables affect the final impact of your decision. However, if you establish strong foundations for decision making, generate good alternatives, evaluate these alternatives rigorously, and then check your decision making process, you will improve the quality of your decision
2005 Prentice Hall Inc. All

1.4
CONTEMPORARY VIEWS ON LEADERSHIP

2005 Prentice Hall Inc. All

JACK CANFIELD
2005 Prentice Hall Inc. All

JOHN MAXWELL
2005 Prentice Hall Inc. All

1. John C. Maxwell, 2001. Developing The Leader within You, Injoy Inc., pp 5-13.

2005 Prentice Hall Inc. All

1. John C. Maxwell, 2001. Developing The Leader within You, Injoy Inc., pp 5-13.

2005 Prentice Hall Inc. All

Warren Buffet

2005 Prentice Hall Inc. All

Stephen Covey

2005 Prentice Hall Inc. All

Reference:

http://www.mindtools.com/ http://www.jackfield.com/ http://johnmaxwellonleadership.com/ http://en.wikipedia.or/wiki/Warren_Buffet/

2005 Prentice Hall Inc. All