Decision Making: Its Not What You Think Harvard Case Solution & Analysis

Renowned management thinker Henry Mintzberg and business professor Frances Westley focus on three areas of the best managers make decisions. To hone their skills in decision-making, business leaders can begin to recognize that the real decisions are not always carried out with the help of logical steps - and they often do not have to be. Most managers believe that they make decisions by analysis. Define the problem, they say, diagnose its causes, develop possible solutions, selection, and finally make a choice. But they can do their best solutions in any other way - for example, after the flashes of intuition, or try a few things and keep what works. The authors show that the emphasis on "thinking first" a choice can affect the understanding of the issues dividing people and prevent a good solution. Decision making approach, the authors call "see first" - in the literal sense of the painting with others, to see the problems of each - can manifest differences better than the analysis and can make a genuine consensus. "Making the first" - to go forward with the action, to learn - the third approach. Each route is better in a particular setting. Thinking first works best when it is clear, the data are reliable, the context is structured, thought can be chained and discipline can be applied - for example, in the established manufacturing process. After seeing the first works best when many elements must be combined in creative solutions, commitment to these solutions is the key, and communication across borders is important - for example, in the development of new products. Making the first works best when the situation is new and confusing when complex specifications may be on the way, and a few simple rules, relationships can help people move forward -. For example, when faced with the revolutionary "Hide
by Henry Mintzberg, Frances Westley Source: MIT Sloan Management Review 7 pages. Publication Date: April 1, 2001. Prod. #: SMR067-PDF-ENG

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