In a world in which information constantly changes and conflicts generally inundate us, we are asked to make decisions when there is an overflow of information, though right information is hardly available. Every workplace is subjected to this influx and overload of information. Today most workers find themselves overwhelmed with information that makes decision-making a daunting task and even leads some persons to paralysing stress.
This book is about getting as much information as is needed and getting what is relevant to making the best possible decisions that result in action. It acknowledges and explores three decision-making styles and five primary consensus stages on thinking about information in order to make consensus-driven decisions. It offers ideas for listening more effectively to people with different points of view so that consensus on a best possible decision can occur. It also speaks of the need for a balanced use of consensus decision-making and command-and-control decision making.
The book says that there is a time and place for each of us in daily decision-making and staying in the box of consensus or command-and-control decision making doesn'tgenerate consistently the best possible decision making.
The first chapter in the book talks of the choices we have. If we choose to let others run our life or sit quietly by as others debate over our actions and decisions, then it is time to acquire skills for entering the debate in ways so that our point of view gets heard. It talks of command and control and the ?choice-marks? tool for conversation and decision making, thus allowing the best possible decision to be made every time a decision has to be made.
Chapter two explains how a consensus-driven decision maker says, ?Isn'tthis great information we?re collecting?? Lots of people keep reading and implementing changes in an organisation. For instance, a waffler would say, ?This seems interesting. Maybe, we should learn more.?
A command-and-control decision maker would say, ?If you?ve already got what you need, stop reading. If not, read on.?
The third chapter talks of ?choice-marks? as tools for making decisions, thus helping individuals and groups to make better decisions. The ?choice-marks are anti-survival, boxed-in, neutral, enthusiasm and excitement arousers. When stuck on one of the marks given above, asking can help one to move out of one box and reach a ?choice-mark? continuum location, allowing a decision to be reached and taking appropriate follow-up action.
Chapter four talks of the level of extreme excitement and passion for improving decision making, question asking and listening skills.
The fifth chapter talks of enthusiasm, prompting one to be a better listener of others? points of view and having better discernment as to who will make up the team and who will jeopardise the prospects.
Talking of the neutral point of view in the sixth chapter, the author discusses the neutral mindset which can either help a discussion to move forward or let indecision stall the discussion forever.
The seventh chapter talks of realising one'sstrength in seeing why things won'twork and what can be changed to allow solutions to work. By being a boxed-in thinker, one can improve one'slistening power and be more open-minded about others? points of view.
Chapter eight focuses on one'santi-survival role of thinking and articulating why a decision is not the right one. Hooks and segues are used to expand one'sunderstanding of others? points of view.
Whatever the predominant decision-making culture of an organisation, there are opportunities to improve individual and team mastery of decision-making tools, approaches and mindsets. The premise for moving out of the box is both command-and-control and consensus-driven decision making because each has an appropriate time and place for more effective use, says the ninth chapter.
The tenth chapter states that ?change your thinking and your life will be better? and ?improved decision-making skills will make your work and life better?. Having a positive attitude and thinking of things as half-full instead of half-empty improves one'soutlook and life experiences, reducing stress levels.
The last chapter discusses how to achieve greater effectiveness at the workplace by mastering as many tools as possible for putting in decision-making efforts. Leaving oneself with only the toolbox of skills limits the future both professionally and personally. It advocates, ?Keep moving.?
This is a self-help book giving advice on how to make team decisions and what tools to use for proper decision making.
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