Strategic Decision-Making Part 3

Barriers to good decision-making include: 

• Jumping into the decision
• Fix: Stop and frame the decision   Think about what is involved.
• Shortsighted shortcuts
• Fix: Don’t rely on rules of thumb that anchor your thinking and decision-making.
• Shooting from the hip
• Fix: Follow a systematic process.
• Lack of frame control
• Fix: Do not be unduly influenced by others; consciously define your own frame.
• Frame blindness
• Fix: Frame the problem correctly to ensure that your mental framework is not causing you to overlook issues.
• Ignoring feedback
• Fix: Actively seek and analyze feedback on past experiences in reality, not ego.
• Group failure
• Fix: Do not assume that a group of good people will always make a good decision; follow the process.
• Over-confidence in your judgment
• Fix: Collect information, analyze it, and ask questions
• Not Keeping Track
• Fix: Log and analyze all results from decisions taken, and learn from the experience to improve future decision-making
• Failure to audit the decision-making process
• Fix: Create an organized approach that allows mistakes to be highlighted and improvements to be evaluated consistently.

Remember that decision-making is a process that can be developed and learned.  Techniques are available and can be used qualitatively or quantitatively.  Barriers can block effective decisions.

Job Analysis Part 6

• Position Analysis Questionnaire (PAQ)
• Six Main Areas
• Information Input
• Work Output
• Mental Process
• Job Context
• Relationships with Others
• Other Job Characteristics
• PAQ Areas - Information Input
• Where and how the employee gets the information required to perform the work
• Interpreting what is sensed
• Using various sources of information
• Watching devices/materials
• Evaluating/judging what is sensed
• Being aware of environmental conditions
• Using various senses
• PAQ Areas - Work Output
• The physical activities, tools and devices that are employed to perform the work
• Using machine/equipment
• General body movements
• Controlling machines/processes
• Skilled/technical activities
• Manual related activities
• Miscellaneous equipment
• Handling activities
• General physical coordination
• PAQ Areas - Mental Processes
• Reasoning, planning, and decision-making activities that are involved in performing the work
• Making decisions
• Processing information

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Valuing Diversity - continued

Sometimes individual differences are lumped into broad categories that become stereotypes over time.  People use stereotypes to generalize about groups of people.  When we stereotype, we assume that all people of a particular group, social class, race or gender have identical characteristics.  We draw conclusions or generalize about the entire group rather than evaluating each person individually.  Stereotypes limit how we see or interact with people. They can be derogatory.  They can be deceiving.  Stereotypes on the surface are not always bad, but even so, they limit the effectiveness of individuals.  For example, physicians may be viewed as very intelligent and educated, highly trained and professional.  However, what if the physician who carries this positive stereotype is a drug abuser?

Leveraging diversity is not an easy task, and communicating about issues relating to diversity can be challenging.
 
Some Communication Guidelines For Issues of Diversity  

• Don't ignore difficult issues.  Ignoring an incident sends the message that you are in agreement with such behavior or attitudes.  
• Be aware of your own attitudes, stereotypes and expectations and be open to discovering the limitations they place on your perspective.
• Demonstrate understanding and forgiveness when events occur.  
• Recognize that change is a long-term process.  
• Reflect and practice the positive values you are trying to teach.  
• Remember that issues of human dignity, equality and safety are non-negotiable.  
• Use your best judgment and try to do what you believe is right.  
• Use "I" messages when giving feedback.  For example, instead of "you're always telling blonde jokes", say, "I'm uncomfortable with blonde jokes because..."

The workplace has changed and will continue to do so.
 
There are societal, business, legal and individual aspects of diversity to consider.  Individuals have unique contributions and differences, but most of us are more alike than different.  Recognizing and acknowledging differences and similarities and evaluating others without stereotyping will strengthen working relationships and increase productivity.  You can take action to leverage diversity and make your organization a better place to work.

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/