聪明避免决策错误和陷阱（Cleverness avoids decisions, mistakes, and traps）.docVIP

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2017-09-13 发布于河南
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聪明避免决策错误和陷阱（Cleverness avoids decisions, mistakes, and traps）.doc

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聪明避免决策错误和陷阱（Cleverness avoids decisions, mistakes, and traps）

聪明避免决策错误和陷阱（Cleverness avoids decisions, mistakes, and traps） It is not enough to understand the process of decision making, and to continue to apply the experience that we have gained, and to really benefit from it. Every decision that can be applied and made in the future is a successful decision. Here are a number of recommendations that help decision makers to apply accumulated experience and make appropriate decisions: - understand and pay attention to the decision-making process, but not subject to the process: the process is not immutable and frozen, must be need to be adjusted, so that it can reduce the random result or because of the impact of the external environment, make decisions blindly. Practice making perfect decisions, making decision making your second gift. As a result, youll know what to do when youre really under the pressure of decision making. Periodically review your progress: track how much time you spend at each stage of the decision-making process and compare with your previous experience. Know if you really do. Continue to modify the decision-making process according to your own situation and needs, and also keep an eye on whether there are new tools that can improve your decision-making ability. - advocate improve decision-making ideas, to win a great reputation in their decision-making ability in organization, and with other members to share their experience in mind. The authors, EdwardRusso, PaulSchoemaker and PaulNutt, are management professors and decision consultants at top American universities and enterprises. They are good at using innovative decision making techniques to help companies solve problems. They believe that many decision makers are always based on some unknown reason, Stubbornly adopt a low success rate tactics. To prove this point, the study took 20 years, analyzes the 400 public decision-making, found that in these cases, one half is as guilty of the three decision-making mistakes below, resulting in improper decis