hello my name is writing markings today want to talk a little bit about the
research done by on it ohio state university
the article i wanna talk specifically about is investigating this excess a decision making processes
what doctor not doesn't his research is you don't to for different types of decision
making that are coming within organisations
it discovery decision making process which is very systematic and you identify the problem and
then you look at alternative just the
solutions to the problem then you go to the decision making process that would only
those down to the one that will get the best results
a variation on this which is the emerging opportunity where you start out in a
systematic process
but then once a good ideas identified you drop the process and just so that
is the solution
is there is idea in position which is where you start out with the solution
at the very beginning and then most the process is about justifying that decision
and the redevelopment process and this is where you start out in the discovery process
or and the idea and position you get partway real halfway through and then you
find out is not working so you start the whole decision making process over again
to look into these types of decision making processes
he's collected business decisions most of these are large businesses or large business decisions at
least
around by a new product aligned acquisitions and so forth
each of the decisions yeses graduate students interview three people involved with the decision and
the decision making process
so the in interview the decision maker close to secretary
readers for the decision
so these are the people who can verify what the initial person this thing
in over twenty five years he's collected over four hundred examples of these decisions
what defines is that the discovery process leads to about nineties process sustained adoption and
eighty five percent completed option
the emerging opportunities process leads to seventy three percent sustained adoption sixty six needed option
the redevelopment processing
needs to sixty four percent sustained adoption fifty seven percent completed option
and idea and position needs to fifty five percent sustain and only one percent complete
so as you can see as you go down from discovery you have a big
drop off you know you're starting out what the solution of mind at the beginning
your success rate is almost half of that are those
people going to the discovery decision making process
so these results are quite significant in my opinion
the how do these apply well i think that you did not want to the
and then systematic decision making
even a good idea comes along you don't wanna go into the emerging opportunity just
because the idea sounds good at the time
stick with the process and it does work needs to better adoptions
trying not to impose solutions to really and the decision making process is this can
throw everything into a tizzy
and no decision is too small again they look at a variety of decisions within
this four hundred sample summer smaller decisions and some are very big decisions such as
acquisitions
and it seems that the data hold study across all the difference
scales of decisions as well so you systematic decision making whenever possible
if you like to know more that are not reduce the book called white decisions
being open two thousand and two
and this article they don talking about today was found in the journal of management
studies
and two thousand eight
here's the rest of the reference for
thank you very much