Learning

What Kind of Decision Maker Are You?

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DecisionMaker

We’re all experienced decision makers. We make hundreds of decisions a day, often without really thinking about it. But in reality, the decision-making process is complex, and many different factors influence the decisions we make. Our family, our values and emotions, advertising, and societal pressure can all influence our choices.

Another factor that can influence the way we make decisions is habit. We tend to make decisions in a certain way. It’s called our “decision-making style.” Take this questionnaire to discover your own decision-making style.

(This questionnaire is an adaptation of the General Decision Making Style questionnaire developed by Scott and Bruce, 1995)

 

DIRECTIONS

Rate each statement as a 1, 2, or 3:
1 = This statement is false.
2 = This statement is sometimes true. It depends on the situation.
3 = This statement is true.

 

  1. I make sure that I have all the facts before I make a decision.
  2. When I make a decision, I do what feels right.
  3. I often ask other people to help me make important decisions.
  4. I don’t like making decisions, so I try to avoid it.
  5. I make decisions quickly.
  6. I make decisions in a slow, logical way.
  7. When I make a decision, I rely on my instincts.
  8. I don’t make big decisions without talking to other people first.
  9. I usually won’t make an important decision until I’m forced to do so.
  10. I don’t think too much about the decisions that I make.
  11. Making decisions requires careful thought.
  12. A decision doesn’t need to make sense – it just needs to feel right.
  13. When I need to make an important decision, I like to have someone point me in the right direction.
  14. I try to put off making important decisions because thinking about them makes me feel uneasy.
  15. When I need to make an important decision, I just do what seems natural at the moment.
  16. I consider all of my options before making a decision.
  17. I rely on my inner feelings when making decisions.
  18. When I make a decision, I rely on other people’s advice.
  19. I usually make important decisions at the last minute.
  20. I often make impulsive decisions.

 

SCORING

Within each box, indicate the number (1, 2, or 3) that you assigned to the statements on the questionnaire. Then add those numbers up to get a total.

ScoreCard

 

RESULTS­­

Take a look at your total scores.

  • If A is your highest number, you’re systematic.
  • If B is your highest number, you’re intuitive.
  • If C is your highest number, you’re dependent.
  • If D is your highest number, you’re avoidant.
  • If E is your highest number, you’re spontaneous.
  • If you have equally high scores in more than one area, it means that you regularly use more than one decision-making style.

A – Systematic
You make decisions slowly and carefully. You make sure that you have all the facts before you proceed. You carefully consider all of your options in order to make the best choice.

B – Intuitive
When you need to make a decision, you tend to rely on your feelings. You make decisions based on “hunches” and instinct. You do what feels right at the moment.

C – Dependent
You find it hard to make decisions without other people’s support. When you need to make an important decision, you ask other people for advice and direction. You’re uncomfortable making decisions alone.

D – Avoidant
You don’t like making important decisions. They make you feel uneasy and uncomfortable. So you try to avoid making decisions as much as possible. You only make important decisions when you’re pressured to do so.

E – Spontaneous
You make important decisions quickly and easily. You’re often impulsive. You don’t spend much time thinking or worrying about your decisions. You just make a choice and see what happens.

 

One style isn’t better than another. They each have their strengths and weaknesses, and they each work well in different situations.

  • For instance, the systematic approach would work well if you have a big decision to make and a lot of time to make it.
  • In an emergency situation, it might be better to be intuitive or spontaneous.
  • If you don’t know much about a certain decision that you need to make, it might be good to be dependent and rely on the opinions of others.
  • And sometimes it might be best to avoid making a decision altogether.

It’s OK to favor one of these styles more than the others. But if you rely exclusively on one decision-making style, you could end up making some bad decisions. For instance, it’s fine to be spontaneous sometimes – but it’s not the best way to go about making a major life decision. And it’s fine to avoid decisions now and then, but you’re going to run into problems if you avoid them all. Skilled decision-makers are able to use more than one style. They’re able to be flexible, and use the style that best fits the situation.

 

Scott, S. G. & Bruce, R. A. (1995). Decision-making style: The development and assessment of a new measure. Educational and Psychological Measurement, 55(5), 818–831.

Too Busy to Learn

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TooBusyToLearn

I often wonder why people won’t take the time to learn new things. The most frequent response is that people are too busy.

This often reminds me of the stories about people who are too busy chopping wood to sharpen the ax. An even better story is the person who is too busy chopping down trees to talk to the chainsaw sales person.

The attached graphic says it all! Sometimes we need to take a step back and improve our skills. In the end, developing your skills will help you do your work faster and more efficiently.

Happy New Year!

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NewYear

Today is the first day of Rosh Hashanah, the Jewish New Year. Rosh Hashanah is a two-day celebration. This year, it began at sunset on September 24th, and it will end at nightfall on September 26th. It’s a time for celebration and introspection – looking back over the events of the previous year, and making plans for the year ahead.

Elliott Masie, Chair of the Learning CONSORTIUM, believes that there’s a connection between Rosh Hashanah and the world of learning. He provides this poem to illustrate this connection:

How We Become Wise

After a long, hard climb up the mountain, a group of spiritual seekers finally found themselves in front of the great teacher.

Bowing deeply, they asked the question that had been burning inside of them for so long.

“How do we become wise?”

There was a long pause until the teacher emerged from the meditation.

Finally, the reply came:

“Good choices.”

“But teacher, how do we know how to make good choices?”

“From experience,” said the wise one.

“And how do we gain experience?” they asked.

“Bad choices” smiled the teacher.

Have a happy New Year! And may you never stop learning!

Who Are You? The Importance of Understanding Your Style in a Work Environment

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DifferentPeople

Who are you at work? While this may seem like a straightforward question, we often behave differently at work depending on the context. I first discovered who I was at work when I took the Meyers Briggs Type Inventory (MBTI). The MBTI is a widely-used personality assessment tool that helps to explain why people are interested in different things (like different kinds of work) and at times find it hard to understand each other. I have completed the assessment several times, and I’ve noticed that my introvert/extravert preferences tend to shift back and forth, depending upon my work environment. While at work, I currently present as an introvert.

I am not an introvert by nature, however, I present as an introvert at work. I like to get to know people slowly. I also think very carefully before I offer my opinion. Over time, however, I have discovered that colleagues sometimes interpret my private nature as withdrawn or remote. Upon recognizing this, I decided to flex my style to counter this perception. I now spend the first 20-30 minutes of each day connecting with at least one of my colleagues, always in person.

There are a number of styles, each with its own set of values. As you think about your own style and who you are at work, it may be helpful to consider the following questions moving forward:

  • How does my behavior at work reflect my values?
  • What is my preferred style of relating to others?
  • What are some ways I can adapt (or flex) my style without changing who I am?

Work, Sweet Work

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RelaxingWork

Are you having one of those days? Is work stressing you out? Are you counting the minutes until you can go home and relax? Not so fast! If you’re feeling stressed, research indicates that you might be better off staying right where you are!

According to an article in the Wall Street Journal, researchers have found that people experience less stress at work than they do at home. This was found to be true of men and women, married people and single people, and parents and non-parents. It was true across different types of occupations. It was even true of people who didn’t like their jobs!

Researchers found that when study participants were at work, they had significantly and consistently lower levels of cortisol in their systems. Cortisol is a hormone that is released in response to stress.

So why is work such a happy, relaxing place? Here are some possible reasons:

  • You get paid to be at work. Money is rewarding!
  • Talking to coworkers is fun.
  • Everyone is relatively polite at work. Generally, you don’t have to deal with people yelling, sulking, or having temper tantrums.
  • You can close your door, put on a pair of headphones, and free yourself from interruptions.
  • Over time, you get better at your job, so it’s easier to do and people often praise you for doing it.
  • You can listen to your coworkers’ problems and offer sympathy, but their problems don’t become your problems.

So what can you do to make your home more relaxing and rewarding? According to the article, you should try to make your home more like your workplace. They offer some suggestions as to how you can do this (such as setting boundaries with family members, getting more organized and structured, and scheduling “down time”). But to me, these suggestions seem kind of weak. Do you possibly have a better idea? Please share it in the Comments section below!

 

Respect

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Respect

It’s so important to treat others with respect – to behave in a way that demonstrates our regard for others – and to listen, knowing that they might be right and we might be wrong. We need to treat people with dignity, just as we would like to be treated.

To show respect for another person, you need to recognize that the person has value. You need to acknowledge that the person’s thoughts and ideas are valid and important. You can demonstrate your respect by doing the following:

  • Be attentive when the person is talking. Make eye contact and don’t interrupt.
  • Don’t judge what the person is saying. Try to keep an open mind.
  • Be sensitive to the person’s thoughts and feelings.

Remember, being respectful involves treating people with dignity, recognizing the validity and worth of other people’s ideas, and keeping an open mind. When people treat each other with respect, it encourages open communication and cooperation. It creates a warm, supportive environment in which everyone can succeed and reach their fullest potential.

Effective Listening

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Listening

Effective listening is one of the most important interpersonal skills. People who know how to listen are better able to communicate with others, avoid misunderstandings, and resolve conflicts.

Here are a few techniques used by effective listeners:

  • Show interest – Face the person who is speaking, make eye contact, nod your head, etc. Try not to look at your watch, shuffle your feet, or engage in behaviors that suggest you’re uninterested or bored.
  • Have empathy – Try to see things from the speaker’s perspective. Try to understand not only what the speaker is saying, but also what the speaker is feeling.
  • Pay attention to what isn’t being said – Pay attention to the expression on the speaker’s face, tone of voice, posture, gestures, etc.
  • Don’t interrupt – Let the speaker finish what he or she is saying before you say anything.
  • Ask questions – Make sure you really understand what the speaker is saying by asking questions. Just make sure that you ask clarifying questions (“How did you feel when that happened?”) and not challenging questions (“Are you crazy?”).
  • Paraphrase – Restate what the speaker has said in your own words (“So what you’re saying is, you felt really upset when he spilled your drink.”) It shows the speaker that you’re listening. Also, it’s another way for you to determine whether you really understand what’s being said.
  • Keep an open mind – Try not to let your own attitudes, feelings, and beliefs distract you from what the speaker is saying.
  • Don’t talk too much – Don’t launch into a long story about yourself. And don’t offer advice when the speaker doesn’t ask for it. Just let the speaker do the talking.

Listening is a skill, just like playing an instrument or a sport. The more you practice, the better you’ll get at it! Try taking the SkillSoft e-course, “Listening with Skill” to get some practice and improve your ability to listen effectively.

http://lms4.learnshare.com/l.aspx?CID=89&A=2&T=373166

Giving Feedback – Are You Ready for the Challenge?

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Feedback

Giving feedback (especially corrective feedback) can be very difficult. It’s important for you to get your message across, but at the same time, you want to avoid angering and alienating the person who is receiving the feedback.

“Giving Appropriate Feedback” is a 15-minute SkillSoft e-course that can help to test and enhance your ability to provide corrective feedback. In this e-course, you’ll be presented with a realistic scenario about a difficult team member whose behavior must be addressed. Then you’ll be challenged to choose the most effective course of action. Good luck!

http://lms4.learnshare.com/l.aspx?CID=89&A=2&T=373094

Reading as a Leadership Habit

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Books

Harry S. Truman famously remarked that “Not all readers are leaders, but all leaders are readers.”

It is sad, though, that there really does seem to be a decline in how much we read. Some people lament that they simply don’t have enough time to read. The time excuse really isn’t very credible. We all have exactly the same amount of time — 24 hours a day! When we say that we don’t have enough time — whether it’s for exercise, playing with our children, or getting to know our colleagues — what we really mean is that something isn’t a priority.

According to the National Endowment for the Arts, “reading has declined among every group of adult Americans,” and for the first time in American history, “less than half of the U.S. adult American population is reading literature.”

Perhaps the competition for our attention has simply become too intense. Social media, computer games, and television all seem to demand our time and attention when we could be reading. But there is quite a lot of compelling, hard-nosed data that suggests that the reading habit leads to very desirable social and economic outcomes. A study of 6,000 people born in the United Kingdom concludes that children’s test scores are even more strongly correlated to how often they read than to the other strong predictor, the education of their parents.

Leaders have one thing in common. They tend to read much more than the average American, who reads only one book a year. CEOs of Fortune 500 companies, by contrast, read four to five books a month!

Some of the benefits of reading include:

  1. Reading is a very efficient way of building competitive intelligence. You can learn about your competitors, the economic landscape, and identify threats and opportunities earlier.
  2. Reading broadens your perspective. It is often said that leaders can multiply their effectiveness by the number of points of view they have considered. Reading provides you with perspectives you may have never thought about before.
  3. Reading helps sharpen your social acumen. It makes you a more well-rounded person, and provides you with useful material that you can discuss with your colleagues, your customers, and your friends.
  4. Good leaders recognize that the key to leadership is an insatiable appetite for learning using every possible resource. They also know that if anyone on your team suspects that you lack intellectual curiosity or a willing to learn, any instinct to follow your direction will quickly evaporate.
  5. Reading provides a wonderful avenue to relax. Almost every leader has found that the best way to solve a problem is sometimes to think about something completely different. One study suggests that only six minutes of reading can reduce stress by 68%. Somerset Maugham once observed, “To acquire the habit of reading is to construct for yourself a refuge from almost all the miseries of life.”

So, as a good leader, you should always be able to provide an answer if someone asks you what you’re reading at the moment. Your books don’t all have to be about business. A good novel can often teach you far more than any business guru.

For those of you with children, remember that there is almost nothing more effective than cultivating the reading habit in kids. I read to my children pretty much every night when they were young, and I am so glad that they have developed a lifelong habit of books and reading.

Finally, thank you, dear reader, for reading this post. It shows you’re one step ahead in becoming a habitual reader.

Five Decision-Making Pitfalls

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Pitfalls

Although we would all like to make rational decisions, it’s not unusual for us to fall victim to mistakes of logic and reasoning. Often, we make these mistakes without even realizing it. A few common “decision-making pitfalls” include the following:

Confirmation bias

  • Only looking for information that supports your ideas
  • Ignoring information that doesn’t support your ideas
  • Failing to take all the facts into consideration

Overconfidence

  • Having the false belief that you can predict what will happen in the future
  • Believing that you are good at making decisions, so you don’t need to put much effort into it

Availability bias

  • Basing your decision on a single past experience, something that happened to a friend, or something that you saw in the media rather than a careful analysis of the situation

Entrapment

  • Continuing to pursue a certain course of action because you’ve already devoted money, time, or effort to it – even if it doesn’t make sense to continue
  • Incorrectly believing that you can recover some of your losses by investing even more money, time, or effort

Bandwagon effect

  • Choosing to do (or believe) certain things simply because other people are doing or believing those things

You can avoid these decision-making pitfalls simply by learning about them (Finkelstein, Whitehead, & Campbell, 2008). If you understand why and how these mistakes occur, you’ll be less likely to make them.

 

Finkelstein, S., Whitehead, J., & Campbell, A. (2008). Think again: Why good leaders make bad decisions and how to keep it from happening to you. Boston, MA: Harvard University Press.

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