All of our Judgment and decisions are based on a well-researched and proven ‘value chain’ that helps guide both the nature and quality of our decisions. In short, all our decisions, especially those we make in business, are based on one premise.
Assumptions (true or false) in turn shape the assumptions that lead to the conclusions and actions we make (or don’t take). Technically it’s a bit more complicated, but for our purposes let’s just say that assumptions and assumptions are the raw material for all decisions.
Judgement (or US spelling judgment) is also known as adjudication which means the evaluation of evidence to make a decision. Judgement is also the ability to make considered decisions. The term has at least five distinct uses. Aristotle suggested we think of the opposite of different uses of a term, if one exists, to help determine if the uses are really different. Some opposites will be included here to help demonstrate that their uses are really distinct:
Informal – opinions expressed as facts.
Informal and psychological – used in reference to the quality of cognitive faculties and adjudicational capabilities of particular individuals, typically called wisdom or discernment. The opposites are foolishness or indiscretion.
Formal – the mental act of affirming or denying one thing of another through comparison. Judgements are communicated to others using agreed-upon terms in the form of words or algebraic symbols as meanings to form propositions relating the terms, and whose further asserted meanings “of relation” are interpreted by those trying to understand the judgement.
Legal – used in the context of legal trial, to refer to a final finding, statement, or ruling, based on a considered weighing of evidence, called, “adjudication“. Opposites could be suspension or deferment of adjudication. See Judgment (law)#Spelling for further explanation.https://en.wikipedia.org/wiki/Judgement
False Judgment and Decision: Make Decisions Carefully
It has long been a mystery why leaders do not pay enough attention to the decision-making processes within their organizations. The same executives who spend millions of dollars to improve the efficiency of outdated IT systems, inefficient manufacturing systems, or flawed sales processes typically spend less than 100,000 dollars to improve their company’s decision-making processes. Never really thought about spending money on it.
As a leader, we must realize the one element of organizational effectiveness that many of us have shunned for too long. Let’s start by presenting some facts and arguments.
False Judgment and Decision: First, We Need to Redefine What Failure Means
You’ve probably heard the saying, “You learn more from failure than from success.” If that’s true, you must be wondering why we didn’t make the process of “learning from mistakes” more formal to reinforce the learning itself. In fact, like many other urban legends, the words are wonderful and the thoughts somehow comforting and comforting, but the reality is vastly different.
Author and renowned “blogger” Seth Godin argued in his September 2010 issue of The Harvard Business Review that to be better, we need to redefine what failure means. We need to broaden our definition of failure to better capture the full range of disappointments that result from bad decisions.
In short, creating new opportunities to reinvent your organization, the products you deliver, the value you create, and the people you choose to lead requires a more rigorous and close look at your mistakes. Failures should be examined not only through the lens of failed outcomes but also from the perspective of:
- Miss an opportunity
- Loss of trust
- Weakness of will
- Priority failure
The “value” created by a leader, team, or organization is the sum of all the decisions that the leader, team, or organization makes over time. The improvements we make, the breakthroughs we have, the innovations we create, and the results we achieve all ultimately depend on the quantity and quality of decisions made, big and small.
Much has been written (and neither denied nor denied) about the importance of execution, but no attribute is as important in defining individual or collective success as the ability to make good decisions. there is no. So, decision execution is important, but so are the decision-making dynamics and the decision-making process itself.
If so, we have to ask ourselves:
- Which processes lead to the best decisions?
- Who are the best examples of good decision-making in our particular organization?
- How good are our thinking and decision-making processes?
- What have we learned and how can we improve to improve our results? Among the many factors involved in decision-making, it is clear that there are two mysterious yet incredibly powerful functions in the brain specifically designed to help deal with problems of complexity. It turns out. Address ambiguity and uncertainty. These two mental processes help us make decisions when we don’t know what to decide. As long as you know the difference, these can work for better or worse.
Pattern Recognition: The ability to “fill in the blanks” because you have seen and recognized certain patterns in the past. This ability is reinforced by experience, and the more extensive a person’s repertoire of experiences, the better the ability is developed and encoded in the brain. The more superficial the repertoire, the more likely it is to be adversely affected by misleading judgments.
Emotional tagging: Our ability to make decisions or choices, despite the potential for gathering empirical or analytical data, requires human emotions to activate it. Our repertoire of affective tags can help or hinder decision-making, depending on a so-called inappropriate attachment or inappropriate self-interest.
The Importance of Context: In our research on decision-making, we came across what we believe to be the next big leadership insight. The focus is on the value and importance of a new leadership attribute called Contextual Intelligence (CQ for short).
False Judgment and Decision: What is CQ?
The repertoire of experience is important for improving the quality of human decision-making, but it is essentially based on a rich, robust, and diverse past rather than a shallow one. However, the past is a good indicator of the future. may not be, so it must be future-oriented and accompanied by skills that help deal with unknown complexities. That is contextual intelligence. Together they form a powerful blend that enables better decision-making.
Contextual intelligence is the ability to:
- Accurately assess changing environments
- Read and interpret significant changes
- Give meaning to things
- Distill and simplify
But nothing hinders the decision-making process more than bias. Even with the richest and most diverse repertoire of experiences and the most sophisticated contextual intelligence, there is still a great risk of being sidetracked or derailed by prejudice.
In working with organizations, we see bias all the time. It is always fascinating to see how people living in organizations that are the product of a particular culture or way of thinking do not understand what is so clear to an objective outsider. After all, there is a wealth of research that identifies many types of biases that influence organizational decision-making and lead to misunderstandings.
The long list of prejudices can be divided into four broad categories.
- Misleading Experiences: The Wrong Conclusions We Draw From The Past
- Misleading prejudices: flawed or irrelevant mental thinking
- Inappropriate Self-Interest: A Too Narrowly Defined Conclusion
- Inappropriate Attachments: Beliefs That Inappropriately Fix Our Thoughts
This list can also be broken down into four broad categories:
The last decade has seen the emergence of a rich and wonderful source of learning. This is led by design professionals and complemented by our growing respect for the way things look and feel. Our aesthetic sense has evolved to the point where we increasingly recognize and appreciate the importance of design, whether it’s the cars we drive, the devices we use, the experiences we crave, or the products that enchant us.
In that regard, we’re huge fans of Tim Brown and his work at IDEO, an industrial design firm based in Palo Alto, Calif. The premise is elegant in its simplicity. They see new decisions as managers and architects of new organizational structures and new solutions to meet new markets and customer needs. They also believe that we have restricted ourselves to a tapestry that is too small and has done so primarily as a coping mechanism to respond to growing uncertainty.
False Judgment and Decision: New Solutions for New Problems
They suggest that the selection menu spans the spectrum like:
If we want to make better choices and create new and different possibilities, we must face the fact that traditional, linear thinking just doesn’t work in the complex, ad hoc world we live in today. have to face. It is inappropriate and will only lead to bad or suboptimal decisions. The answer is simple, but certainly neither convenient nor convenient.
You have to change the way you think and then change the way you make decisions. If the result is new answers to new questions to generate new solutions to new problems, we need to understand what leads to the generation of new ideas. This is called design thinking, and at its core is the belief that new ideas must be driven by inspiration. Simply put, we need to torch the part of the human mind that sparks the imagination.