Reflections on Decision Making
Frames influence our thinking by simplifying issues. The
price we pay for this benefit is distortion. These distortions can cause
communication problems within a company. Being unaware of our frames poses an
enormous risk, and even riskier is to frame complex issues and solutions based
on one’s mental window and fail to notice the views offered by other windows. (Hoch,
2001).
Three
ways to avoid frame trap:
Among all the tools/
methodologies/ ways to avoid frame traps, the three presented below are the
ones I believe to be more powerful to me.
1.
Step back when realized I am being framed
or applying thinking frame.
2.
Involve other on decision making, when
time permits.
3.
Audit
and surface my frames.
Coherent
framing
A way to frame differently
according to the situation is also to surface the frames and the entire context
visually. Every situation requires a decision according to the information in
hand, so the framing process needs to be coherent to the context.
Learning
Outcomes
The reading and exercise taught
me how peculiar is a complex decision making. I have studies that on my
previous class, which only reinforced what I have learnt regarding to importance
of the adaptability capability on the decision-maker.
About myself, I have
learnt that I constantly frame problems and solution, but not necessarily do it
based in facts. Intuition and emotions play a big part on my decision making
process, which is my weakness to be strengthening in the future.
I am definitely not
comfortable in living in discomfort which is crucial for a effective framing
and possible reframing.
Leadership
as key
Senior managers can be
expected to ensure that the entire organization frames questions thoughtfully,
that the dominant frames used throughout the organization are appropriate and
updated as needed, and that complex decisions are evaluated through a variety
of alternative frames. Ultimately, this is where management differs from
leadership. Managers operate within an existing frame and execute; leaders ask
the deeper questions, provoke new ideas and operate across frames, moving the
organization from an old frame to a new one. Effective leaders challenge old
frames, envision bold new ones, and contrast the two very clearly. (Hoch,
2001).
Reference
Hoch, S., Gunther, R., Kunreuther, H. (2001). Wharton on Making Decisions. New York, NY: Wiley.
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