Decisions are made by people, and people will inevitably make mistakes. No matter how great the decision is, it cannot always be correct; No matter how effective the decision is, it will be fairly eliminated by Wen/peter drucker one day. The main significance is by no means that decision-making should be unconventional or controversial, but it shows the following five characteristics of decision-making: 1. We must really understand the nature of the problem. If the problem recurs, it can only be solved by establishing rules or principles. 2. Find out the boundary that must be met when solving a problem, in other words, find out the "boundary conditions" of the problem. 3. Think carefully about what is the correct solution to the problem, what conditions these solutions must meet, and then consider the necessary compromises, adaptations and concessions to make the decision acceptable. 4. The decision-making plan should take into account the implementation measures at the same time, so that the decision can be implemented. 5, pay attention to the feedback in the process of implementation, to confirm the correctness and effectiveness of the decision. These are five elements of effective decision-making. Decision factors 1: Understand the essence of the problem. Effective decision-makers first need to determine the nature of the problem: is it a recurring problem or an accidental exception? In other words, is one problem the cause of another recurring problem? Or is it really a special event that needs to be solved in a special way? If it is a recurring old problem, we should establish principles to cure it; Occasional anomalies should be handled separately according to the situation. The first step of an effective decision-maker is always to seek a solution from the top concept. If the company is short of funds, he won't immediately think of issuing bonds that are the easiest to sell. If he thinks that in the foreseeable future, with the help of the capital market, he will create a new class of investors and design a new security that may not exist at present in the mass capital market. If the heads of all departments in the company are very capable, but don't obey orders, he won't immediately think of killing a chicken as an example, but will establish the concept of large organizations from a more fundamental standpoint. Decision-making element 2: The second element of boundary condition decision-making is to know the norms that decision-making should follow. What is the goal of the decision? In other words, what should be achieved at least? What conditions need to be met? In scientific terms, it is the so-called "boundary condition". Effective decision-making must meet the boundary conditions and be sufficient to achieve the goal. The clearer and more detailed the boundary conditions, the more effective the decision-making and the more problems to be solved. On the other hand, if the boundary conditions are not clear enough, the decision made, no matter how great it looks, must be invalid. The usual way to explore boundary conditions is to explore "what is the minimum requirement to solve a problem". Boundary conditions are often not easy to find out, and the boundary conditions you see are often different. Effective managers understand that a decision that does not meet the boundary conditions is definitely invalid and inappropriate. A decision that does not meet the boundary conditions is sometimes more troublesome than a decision that meets the "wrong boundary conditions". Of course, not meeting the boundary conditions and meeting the wrong boundary conditions are both wrong decisions. However, if the boundary condition is wrong, there may be room for modification, and it may still be an effective decision. It is often difficult to remedy if the norms are fundamentally violated. Decision element 3: The correct decision is the third element of any decision, which is to study what is the "correct" decision, not what is the "acceptable" decision. People always tend to take a compromise approach. If we don't know what is the "correct" decision that conforms to the norms and boundary conditions, we can't distinguish the difference between the correct compromise and the wrong compromise, and finally we will inevitably go in the wrong direction. Regarding whether a decision is easy to be accepted by others, if you always think about how to be accepted by others and are afraid of opposition from others, it is a complete waste of time and there will be no result. Things in the world that you are worried about will never appear; And what you never worry about may suddenly become a big obstacle. In other words, if you ask at the beginning, "I am afraid that others will not accept this!" "Then you will accomplish nothing. Because when you think like this, you are always afraid to draw the most important conclusion, so you can't get the effective and correct answer. Decision-making element 4: Turning decision into action The fourth element of decision-making is to turn decision into action. Considering boundary conditions is the most difficult step in the decision-making process; Turning a decision into action is the most time-consuming step. However, from the beginning of decision-making, we must incorporate the commitment to action into the decision-making, otherwise it will be an armchair strategist. In fact, a decision is not a decision if it does not list one action step at a time and allocate it as someone's work and responsibility. It's just a will at most. Too many policy statements are puzzling, especially in enterprises: there is no commitment to action in decision-making, and no one is appointed to be responsible for implementation. Therefore, when members of the organization see the promulgated policies, they will always look at me and I will look at you, thinking that the superiors are just talking. To turn a decision into action, we must first clearly answer the following questions: Who should understand this decision? What action should be taken? Who takes action? How should these actions be implemented so that those who implement them can follow them? Especially the first and last questions, are usually the most easily overlooked, so even if there is a result, it will be disastrous. Decision factor 5: The last factor of information feedback system decision-making is to establish an information feedback system in decision-making so as to verify the expected results of decision-making at any time. Decisions are made by people, and people will inevitably make mistakes. No matter how great the decision is, it cannot always be correct; Even the most effective decision-making will be eliminated one day. This problem has become more important since the advent of computers. Because of the computer, the relationship between decision makers and executors may be more alienated. Therefore, if managers always sit in the office and don't go to the work site, they will be more and more divorced from the actual situation. Computers only deal with abstract data, and only after practice can they be reliable. Otherwise, computers will lead people astray. If you want to know whether the premise of your decision is still valid or out of date, only personal inspection is the most reliable. Moreover, this premise will be out of date sooner or later, because the reality will never be static. We have seen that many measures that should have been revised long ago have not been revised. The main reason is that managers refuse to know the situation in person. We need organized information as feedback. We need figures and reports. Share to: Welcome to comment, I want to comment.