Friend: “where should we go for lunch?”
Ruby: “ahh I have no idea, there’s so much to choose from! What do you think?”
Friend: “I know! I don’t mind, you pick”
Ruby: “No you pick”
REPEAT THIS 10 TIMES OVER.
One would come to the conclusion that were are awful decision-makers in a social environment.
Sort of something like this:
Decision-making processes for me are a daily thing, what will I eat for brekky, lunch and dinner (yes, I love food) or what should I wear to work today? I think it’s pretty safe to say everyone’s days are full of decision making…but whats the process?
In classical theories of organisational behaviour decision-making is entirely rational and logical process…oh wouldn’t this be nice! theorists March and Simon (1958) were quick to burst this bubble stating that limitations in resources and time did not allow managers to make these rational and logical decisions. They are limited to cognitively, humans are not always perfectly logical. In a practical sense, a manager might be needing to make a decision about what type of register operating system to put in place, and as nice as it would be to have all the time in the world to investigate all possible avenues of register systems they are most likely to call up their associates from other businesses, ask them what they use, and make a call based on that.
Like myself, and food, yes back to food.
If I’m hungry, I’m not going to sit there and research all possible avenues of lunch shops in the Adelaide CBD, IM HUNGRY! I’ll call a friend, or recall a cafe that was recommended to me a while back and go there.
Ideally, yes, we want to investigate all options. Reality is, we can’t, so we make calls as best as we can based on the information we can muster up in the time frame. Its logical and effective.
Therefore, if you’re working in an organisation that is faced-paced 99% of organisations, (particularly if you work in retail, fellow retail workers, do you hear me?) You need to make decisions that are not logical neither illogical, rather decisions that are based on experience in similar contexts.
You start of stacking shelves and over time you gain experience in doing this, and you get recognised and move into managing this particular area after 4 years of work, you are able to draw on experiences over this 4 years to help you make not logical, not illogical but analogical decisions.
Human resources also comes into play here, choosing managers and leaders in an organisation with extensive experience to ensure they are able to make decisions based on their experiences, knowledge, or are able to conduct research to ensure that the best possible decision is made for the organisation.
It’s important to note that whilst I am not a good decision maker in a social setting, does not mean in a corporate sense I am the same.
Your ability, in my personal opinion, to make decisions effectively lies in your experience, training and research capabilities.
Decision making, some people are good, some people are not so good…
Where do you fall?