Essential Managers: Making Decisions

Rating:
Summary: Suggests Aiming a Decision-Making Elephant Gun at Problems
Review: Decision making should vary enormously in how much time is invested in it, from issue to issue. Studies have shown that relatively few decisions account for almost all of the benefit that an organization gets from choosing better paths. In this brief guide, the issue of which decisions to focus on receives far too little attention. The template given is one that would be used for pretty heavy duty issues, but short of the most important ones. As a result, most people will not get the guidance they need to make the right kind of decisions for the day-to-day, less important matters. To its credit, the book emphasizes the benefits of keeping lots of people involved in examining problems, looking for solutions, and commenting on the decisions while they are in process.

The book has a number of flaws that I found annoying. First, there are few examples. And the examples that are included are printed in small thin blue type on a yellow background. I practically needed a magnifying glass to read them. Second, the sequencing of the issues to address in a decision seemed to be out of order. For example, gathering information is mid process. For many decisions, gathering a little information will resolve the whole issue. You may only need to run a small experiment, or take a measurement to know the answer. Third, the text was confusing and apparently contradictory. In some places, top-down meant authoritarian and not delegating. In other places, top-down meant delegating. Fourth, although sophisticated techniques like scenario building are included, they are misdescribed. The purpose of multiple scenarios is to identify the paths that leave you better off regardless of the environment you encounter. See The Art of the Long View for more on that topic.

Frankly, I was disappointed in this book. It is not up to the usual high DK standard. If you have had no introduction to how to structure decisions, you will definitely be helped by it. There is a shortage of simple decision-making books for business people, so I cannot suggest an alternative.

After you finish this book, I suggest that you think about great business decisions that you have seen made. Can you identify the steps that preceded the decision? When would those steps be relevant in your work?

If you want to read about better decision-making in your personal life, I strongly recommend Smart Choices. That is a remarkably good decision-making book.

May you always place your attention and your thoughts where they will bear the most fruit!

Rating:
Summary: Suggests Aiming a Decision-Making Elephant Gun at Problems
Review: Decision making should vary enormously in how much time is invested in it, from issue to issue. Studies have shown that relatively few decisions account for almost all of the benefit that an organization gets from choosing better paths. In this brief guide, the issue of which decisions to focus on receives far too little attention. The template given is one that would be used for pretty heavy duty issues, but short of the most important ones. As a result, most people will not get the guidance they need to make the right kind of decisions for the day-to-day, less important matters. To its credit, the book emphasizes the benefits of keeping lots of people involved in examining problems, looking for solutions, and commenting on the decisions while they are in process.

The book has a number of flaws that I found annoying. First, there are few examples. And the examples that are included are printed in small thin blue type on a yellow background. I practically needed a magnifying glass to read them. Second, the sequencing of the issues to address in a decision seemed to be out of order. For example, gathering information is mid process. For many decisions, gathering a little information will resolve the whole issue. You may only need to run a small experiment, or take a measurement to know the answer. Third, the text was confusing and apparently contradictory. In some places, top-down meant authoritarian and not delegating. In other places, top-down meant delegating. Fourth, although sophisticated techniques like scenario building are included, they are misdescribed. The purpose of multiple scenarios is to identify the paths that leave you better off regardless of the environment you encounter. See The Art of the Long View for more on that topic.

Frankly, I was disappointed in this book. It is not up to the usual high DK standard. If you have had no introduction to how to structure decisions, you will definitely be helped by it. There is a shortage of simple decision-making books for business people, so I cannot suggest an alternative.

After you finish this book, I suggest that you think about great business decisions that you have seen made. Can you identify the steps that preceded the decision? When would those steps be relevant in your work?

If you want to read about better decision-making in your personal life, I strongly recommend Smart Choices. That is a remarkably good decision-making book.

May you always place your attention and your thoughts where they will bear the most fruit!

Rating:
Summary: What should I do?
Review: Robert Heller is a leading authority on management consulting. In this practical guide, he shows us how to make effective decisions. This will allow you to identify your own decision making style.

"Always try to balance an intuitive hunch with sound logical analysis." -pg. 10 "Encourage people to speak out by praising, not damning, new ideas." -pg. 29

I felt this book has some great ideas for encouraging the creative process. I also loved the point which stated: "Be prepared to accept people's advice if you have asked for it." -pg. 24. It is so annoying to be asked for an idea, only to have your creative idea disregarded or worse, completely rejected.

Are you thinking about who will be affected by your decision? Does your staff have the information they need to make the tough decisions?

I really enjoyed reading this book and felt it would help managers to promote a team environment. People are creative and when you allow them to give you input, you just can't help but gain their respect and admiration. When you make your employees feel appreciated, that is a key to your success.