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Community member post by Jan Kwakkel How can decision making on complex systems come to grips with irreducible, or deep, uncertainty? Such uncertainty has three sources: Intrinsic limits to predictability in complex systems. A variety of stakeholders with different perspectives on what the system is and what problem needs to be solved. Complex systems are… Via Philippe Vallat, Create Wise Leader 
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How do you make decisions? Some people want to find the absolute best option ("maximizers"). Others, known as "satisficers," have a set of criteria, and go for the first option that clears the bar. While wanting the best seems like a good thing, research from Swarthmore College finds that satisficers tend to be happier than maximizers.
This is true for two reasons. First, people who want the best tend to be prone to regret. "If you’re out to find the best possible job, no matter how good it is, if you have a bad day, you think there’s got to be something better out there," says Barry Schwartz, a professor at the University of California, Berkeley and author of The Paradox of Choice.
Maximizers are also prone to measuring themselves against others. "If you’re looking for the best, social comparison is inevitable," says Schwartz. "There’s no other way to know what the best is." Envy quickly makes people miserable.
Via The Learning Factor
The Learning Factor's curator insight,
August 23, 2016 6:56 PM
There's a happiness gap between wanting the best and accepting good enough. Here are some science-backed ways to close it. 
Nadene Canning's curator insight,
August 26, 2016 3:55 AM
There's a happiness gap between wanting the best and accepting good enough. Here are some science-backed ways to close it.
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What if decision makers instigating change are seeing the inherent nature of companies all wrong? Via Philippe Vallat
Nadene Canning's curator insight,
July 30, 2016 4:12 PM
Adaptive systems thinking (Stacey) applied to illustrate change and complexity
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From cognitive bias to groupthink - this chart shows what could be clouding your thinking Via Philippe Vallat
LuizQuaglia's curator insight,
September 16, 2016 11:18 AM
Decisões ruins! Aqui 20 viés cognitivos que estragam nossas decisões.
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There's a passage in Atul Gawande's Complications: A Surgeon's Notes on an Imperfect Science that captures three decades of research on human judgment. "The mind overestimates vivid dangers, falls into ruts, and manages multiples pieces of data poorly. It is swayed unduly by desire and emotion and even the time of day. It is affected by the order in which information is presented and how problems are framed."
In this "news-feed" era, there's simply too much information. And as long as Google exists, it will be harder and harder to say "I don't know," even though the feel of not knowing--those vexing moments when we can't think of the answer--is the critical last step of problem-solving. Instead of pushing through a mental impasse, we pull out our phones and search for information, even though more information can often detract us from making an accurate judgment. It's a frustrating, self-perpetuating cycle. Via The Learning Factor
The Learning Factor's curator insight,
September 17, 2014 6:25 AM
The more choices you have, the more stressful it can be. Here's how to move from frustrated to decided. 
George Lianos's curator insight,
September 18, 2014 6:29 PM
An interesting phrase..."The mind overestimates vivid dangers...it is swayed unduly." It is important for us to consider all sides of an argument. Opinion is just that. One hypothesis is that we don't need to acknowledge good as it probably won't hurt us (except for an excess of chocolate or alcohol or the like:) ). However, our freeze, flight and/or flight mechanisms are tuned to react to what our thinking patterns and belief structures tell us are dangers. Our judgement and decision making is based on our thinking patterns, beliefs and motivations, which are derived from our memories and experiences, and probably in part our DNA. So, what is dangerous to one, may or may not be dangerous to another. Self-awareness is one of the key's to this puzzle. How is your judgement in certain circumstances? |
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As an ESFP-A on the Myers-Briggs personality test, I struggle with pleasing people. I want to make people happy. I want to make sure everyone is having a good time. In doing so, I have a hard time telling others no. Having this personality type doesn’t mean I can’t learn how to say no. I […]
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To get the best results from a decision matrix, managers should expand the options used to frame it. Via Marc Wachtfogel, Ph.D.
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Every day, you and the people who work for you need to make decisions. Many decisions. As the leader, you may take it upon yourself to make the most critical ones, but for the company to thrive you have to be sure that the people who work for you develop this essential skill. One of the best decisions you can make, therefore, is to devote time to helping your team improve their decision-making. Here's how. 1. Encourage autonomyIf you have delegated authority to your employees and solicited their input, avoid dictating to them how they should do their jobs or micro-managing their approach to problem solving. Instead, spell out the goals or desired outcomes and then let them decide how to achieve them. Via The Learning Factor
The Learning Factor's curator insight,
April 17, 2016 8:33 PM
Teach your employees how to sharpen their decision-making and you'll reap many rewards, including a better workforce.
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I always ask aspiring business people: How do you beat Bobby Fischer, the renowned chess champion of the 1970’s? The Answer: Play him at anything but chess. This excerpt is from the second chapter of Seymour Schulich’s book, Get Smarter: Life and Business Lessons. Schulich is a self-made billionaire. Via The Learning Factor
The Learning Factor's curator insight,
July 5, 2015 6:44 PM
A simple decision making tool to improve the results of the choices you make.
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"Why FIRST: Communication and the Golden Circle: Why, How, What? Inspire where others do not. Profit is JUST a result NOT a reason for existing."
Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)
_________________________
"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek _________________________
Apple: NOT, What we do, great computers. Want to buy one? RATHER: Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly. We happen to make computers. Want to buy one?
Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?"
Source here. Via Deb Nystrom, REVELN, janlgordon
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