Tag: decisions

Considering Alternatives

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As we discussed last week, the most common way individuals make decisions is to consider alternatives and make a choice. How individuals go about this process defines the extent, and even quality, of the alternatives among which they can choose.

As we discussed last week, the most common way individuals make decisions is to consider alternatives and make a choice. How individuals go about this process defines the extent, and even quality, of the alternatives among which they can choose.

To reiterate, the approaches to individual decision-making that I outlined are:

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Decision Avoidance

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Have you ever known someone who just could not make decisions? Of course you have; we all have. There are some people who just cannot, or will not, make a decision.

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Group Decision-Making: Characteristics of Groups

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We will begin our discussions of group decision-making by looking at various characteristics of groups that affect the decision-making process. This will include their compositions, purposes, interpersonal relationships, personalities, and other factors that affect their capacities for making decisions. These are all a part of what is called “group dynamics,” the way groups actually function.

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Working with a range of personality types and working styles

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Any group of people responsible for any task will be composed of different personalities and styles of working. This applies to any decision-making or problem-solving group as well. Success requires the group to work together despite the differences. This can be a challenge. But, like any challenge, it can be overcome, worked with, and even used advantageously. That is, assuming the group has the will to do so.

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How do groups make decisions?

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In the last couple of blogs, after looking at personality types and working styles of the wide range of members potentially involved in a group decision-making effort, I asked how a group that could be so disparate could make any decisions. In this entry we will look at how decisions typically are made in groups.

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Compromise – Part 2

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Last week, we looked at the first definition of compromise. I will reproduce the full list here for reference:

Webster’s New Twentieth Century Dictionary of the English Language defines compromise in this way:

  1. A settlement in which each side gives up some demands or makes concessions
  2. An adjustment of opposing principles, systems, etc. in which part of each is given up
  3. The result of such an adjustment or settlement
  4. Something midway between different things
  5. A laying open to danger, suspicion or disrepute, as a compromise of one’s good name, or; to surrender or give up (one’s interest, principles, etc.)

Let’s continue.

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Compromise – Part 3

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The last post ended with the question, “So, why do people use compromise?” Let’s explore that one.

Compromise is, to me, one of those things that has been around for so long that it seems normal. Does it work? That depends on what you mean by “work.” Can it be used to make decisions, come to agreement, and solve problems? Yes. But making the decision or coming to the agreement is just the beginning. What happens next is critical for determining whether the process of compromise “worked.”

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Compromise – Part 4

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There are many factors that can affect the process and effectiveness of compromise as well as what happens later. “Later?” you say. Yes, after that often convoluted effort the decisions resulting from compromise then have to be implemented and worked with, and this is another source of problems with compromise. I will get back to the topic of what happens next in a bit.

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Solution-Building™: An Introduction, Part 2

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In the last post I ended with a brief discussion of issues that can arise when working with others we do not like or even actively dislike. This time we will start with how we can get along with, and work with, these people.

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Solution-Building™: The Rules, Part 1

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Starting with this entry, I will be describing Solution-Building much more directly. The last several posts have provided some of the background thinking that led to the formulation of a series of guidelines, or rules, for using Solution-Building as a framework for better decision-making and problem-solving. 

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