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Created with Fabric.js 1.4.5 Reduce Errors 2 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 Ireland UK US 3 1 Conclusion Quality of Life Total Rewards CompanyPractices Effective Decision-Making for leaders by Ronan Kennedy "We think, each of us, that we're much more rational than we are. And we think that we make our decisions because we have good reasons to make them. Even when it's the other way around. We believe in the reasons, because we've already made the decision." - Daniel Kahneman Why is this important? IncreaseEffectiveness IncreaseEfficiency Get to the heart of the issue '5 whys' - Sakichi Toyoda ToyotaFounder Problem: Your client is refusing to pay for the leaflets you printed for them.Why? The delivery was late, so the leaflets couldn't be used.Why? The job took longer than we anticipated.Why? We ran out of printer ink.Why? The ink was all used up on a big, last-minute order.Why? We didn't have enough in stock, and we couldn't order it in quickly enough.Counter-measure: We need to find a supplier who can deliver ink at very short notice. Source: Acknowledge sources of uncertainty Complex Information MissingInformation Unreliable Information Ambiguous/Conflicting information Models of Decision-Making Source: 'Sources of Power' Interesting Example Plus Write down the negative points and give them a numerical score (-x) Write down all the other points and give them a numerical score (+x or -x) Write down the positive points and give them a numerical score (+x) Minus Add up your score at the end to get your result. Result Six Thinking Hats Emotions Facts Caution Alternatives Positives Process Edwardde Bono - Everyone starts by assuming one of the hats.When speaking as the red hat, you canonly speak about your emotions regarding the topic.- When speaking with the white hat, you can onlyspeak about the facts and so on.- Everyone uses particular hat at the same time.- Then, everyone changes to the next hat.- No one ever uses only one hat. Source: Edward de Bono Pattern Matching "Pattern matching (intuition) refers to the ability of the expert todetect typicality and to notice events that did not happen and other anomalies that violate the pattern." Mental Simulation "Mental simulation covers the ability to see events thathappened previously and events that are likely to happenagain in the future." 4 Stage Model 1. Define the problem Gary Klein Gary Klein 2. Generate a course of action 3. Evaluate the course of action 4. Carry out the course of action Choice Architecture Avoid Common Traps Fatigue "His ego was depleted after a long day of meetings. So he just turned to standard operating procedures instead of thinking through the problem." NeedSleep
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