The choice that feels most comfortable to your gut is often the worst decision for your bottom line. To be a truly wise decision maker, you have to adopt counterintuitive, uncomfortable, but highly profitable techniques to avoid business disasters by making the best decisions. That's the key take-away message of this episode of the Wise Decision Maker Show, which describes the Wise Decision Maker Movement Manifesto.
Knowledge Management (KM) is the art and science of leveraging individual and collective knowledge for the benefit of all stakeholders
To make changes, the rewards must be a 2 or more or you might as well consider other potentials. On the negative side if the potential downsides are nearly a 4 or more then you may want to forget about taking such a risk.
8 Key Leadership Decision-Making Process Steps to Making the Best Decisions (Videocast and Podcast...
In order to make the best decisions, follow these decision-making process steps: 1) Identify need for decision 2) Get relevant info 3) Decide goals 4) Develop criteria 5) Generate a few viable options 6) Weigh options 7) Implement decision 8) Revise implementation and decision as needed
Cognitive biases lead to typical business strategic analyses such as SWOT giving a false sense of comfort and security. The result? Appalling oversights that ruin profitable businesses and bring down high-flying careers.
Because we usually feel that everything is going to go according to plan, we don’t pay nearly enough attention to potential problems and fail to account for them in our plans. This problem stems from a dangerous judgment error called planning fallacy.
Avoiding Disastrous Decisions involves: 1) Deciding the decision criteria 2) Weighing importance of criteria 3) Grading your options using the criteria 4) Checking with your head and gut 5) Sticking to your choice
We intuitively overestimate how well others read us and how well we read others in negotiations, a dangerous judgment error called illusion of transparency. This mental blindspot leads to disastrous results in negotiations and other important communications.
To improve new member retention, associations need to avoid dangerous judgment errors. An example is the overconfidence bias, which causes association leaders to be excessively confident about what new members want.
Want to avoid the dangerous judgment errors that scholars in cognitive neuroscience and behavioral economics call cognitive biases in your work? This videocast and podcast will help you defeat all types of cognitive bias!