recommended for: someone who have been 2-3 years of working
Today I want to share about Decision Making Process (DMP) in the office. Most of the people think that DMP is only applied for manager level. In fact, having this skills is also needed for supervisor/ officer level employees with 2-3 years of service.
First, we need to align with the definition of DMP. In simple way, DMP is the process of making choices by setting goals, gathering information, and assessing alternative occupations (according to: http://www.umassd.edu/fycm/decisionmaking/process/).
Making a decision is a tricky things and it depends on the situation. Most of fresher (junior employees) haven't got any chances to do a DMP. Most of the type of work of fresher is as a doers. Meaning that fresher do less strategic planning, less critical thinking, as well as less decision making. They only do what their managers told to do.
This is normal. But. What if you are happened to face a situation where your DMP is considered??
For example, you were replacing your boss when he/she is away. You need to facilitate a meeting. In that meeting the discussion become lengthy and tends to end without any conclusion, and at the end will only be wasting other people time. But, you exactly understand that this meeting is very important for your division. How can you manage/ facilitate it well without having a skills of DMP?? You are not forced to have that skills. But, it will be better if you ready and can make a decision. The decision is not only the end result, please remember. Any decision will lead us to a solution and conclusion for stepping to the next steps.Most of fresher are still not able to do that.
If you want to be better than other fresher, you might consider to learn these steps. I have read this article and agree with these simple steps for exercising/ practising/ building your DMP skills.
Step 1: Identify the decision to be made. You realize that a decision must be made. You then go through an internal process of trying to define clearly the nature of the decision you must make. This first step is a very important one.
Step 2: Gather relevant information. Most decisions require collecting pertinent information. The real trick in this step is to know what information is needed, the best sources of this information, and how to go about getting it. Some information must be sought from within yourself through a process of self-assessment; other information must be sought from outside yourself-from books, people, and a variety of other sources. This step, therefore, involves both internal and external “work”.
Step 3: Identify alternatives. Through the process of collecting information you will probably identify several possible paths of action, or alternatives. You may also use your imagination and information to construct new alternatives. In this step of the decision-making process, you will list all possible and desirable alternatives.
Step 4: Weigh evidence. In this step, you draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. You must evaluate whether the need identified in Step 1 would be helped or solved through the use of each alternative. In going through this difficult internal process, you begin to favor certain alternatives which appear to have higher potential for reaching your goal. Eventually you are able to place the alternatives in priority order, based upon your own value system.
Step 5: Choose among alternatives. Once you have weighed all the evidence, you are ready to select the alternative which seems to be best suited to you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4.
Step 6: Take action. You now take some positive action which begins to implement the alternative you chose in Step 5.
Step 7: Review decision and consequences. In the last step you experience the results of your decision and evaluate whether or not it has “solved” the need you identified in Step 1. If it has, you may stay with this decision for some period of time. If the decision has not resolved the identified need, you may repeat certain steps of the process in order to make a new decision. You may, for example, gather more detailed or somewhat different information or discover additional alternatives on which to base your decision.
To be clearer, this is the illustration.