The decision making process is merely as good as the weakest link. To take always high quality decisions, there is a need to ‘divide and conquer’ or split the decision and work on it part by part at a time. Being a leader, make certain to focus on people what it takes to suitably frame decisions. In order to establish decision quality in the organization, one should have a hand in declaring or checking each important decision frame. Soon after, when people become more certain and assured, turn them free to do their own framing, and guide them as a coach. As for the organizational decision making one should follow the decision dialog process that is suitably precise and flexible for the types of decisions. One should be able to judge decisions even as they’re being made, mainly when there are significant doubts, by assessing the quality of the work done at each of the six Decision Points: frame, people, process, alternatives, values, and information.
Making decisions in the face of doubt is what leaders and managers are supposed to do. There is a requirement to see how the decisions might link up, and how others might link them up and then put the frame in view of that. No one can know everything in advance. Recognizing, perceptive, talking about, and finally counting uncertainty are all element of good decision making. Assist people to find out and understand risk. Recognize the critical uncertainty, on which the decision actually depends. Make use the creative insight to reframe the decision, identify alternatives, and sharpen the ethics so that one can with poise select a path, even if one doesn’t know for sure the result. People have different risk profiles. The lenience for risk indicates how one processes each of the Six Decision Points: frame, people, process, alternatives, values, and information. Think about risk tolerance. As in the case of significant