The Business of Thinking® Think. About Decision Making better results through better thinking
WHOLE BRAIN® MODEL D A UPPER LEFT LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE ORGANIZED SEQUENTIAL PLANNED DETAILED LOWER LEFT B © 2010 Herrmann International UPPER RIGHT HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL LOWER RIGHT C 02 -10
Decision Making § § § © 2010 Herrmann International What sort of decisions do you make? Who do they involve? How do you make decisions? Why do you make decisions? What often happens or goes wrong? 02 -10
Outcomes At the end of this module, you should be able to: Ø Use the Whole Brain® Decider to make more balanced and Whole Brain® Decisions © 2010 Herrmann International 02 -10
§ How does your thinking affect your decisions? § How do the different quadrants decide? Ask about each quadrant § What are some of the characteristics of each quadrant? © 2010 Herrmann International 02 -10
A u u u u u Think. About Decision Making How do the 4 quadrants like to make decisions? u u u u u B D u u u u u © 2010 Herrmann International C 02 -10
How do you like to make decisions? What sort of things do you do? What don’t you do? “Think. About” your everyday decision making. What does this tell you about how effective you are? What can you do to be more effective? © 2010 Herrmann International 02 -10
§ We tend to make decisions based on our most preferred quadrant § This means that people with different preferences may make different decisions § There is no one “right way” to make decisions § Using the whole brain® makes for more balanced thorough decision making § Making decisions from only one or two quadrants means missing out on issues © 2010 Herrmann International 02 -10
A § § § D Tends to be financial & legal Looks for market leadership Wants financial pay-off and consistent performance May overlook the value of intuition May overlook long-term aspects § § § § Tends to be risk-oriented and entrepreneurial Looks for strategic alignment Looks for significant long-term goals Looks for new perspectives & opportunities May overlook short-term planning May overlook lower risk alternatives May overlook details, such as commission costs The Situation: Making an Investment § § § B Tends to be conservative, operational & administrative Looks for a well-known and established broker Likes organizational effectiveness Wants reliability & stability May overlook opportunities for higher yield with higher risk May overlook long-term perspectives © 2010 Herrmann International § § § § Likes a team & ‘partnering’ approach Looks for a friendly broker Wants alignment of values Has an intuitive feeling of ‘rightness’ May overlook in-depth financial analysis May overlook strategic aspects May overlook long-range financial planning C 02 -10
A D § Wants to see data and statistics on performance § Looks at energy efficiency § Looks at cost of vehicle, trade-in value § Comparison shopping with other vehicles § Ease of maintenance § Wants to know how it works § Likes power and precision handling § Looks at the aesthetic qualities: sportiness, color, form, ‘cutting edge’ qualities § Wants it to fit the dream, personal image, long-range plans § More willing to experiment and take some risks § 1 st model buyer, early innovator The Situation: Buying a Car § Interested in safety features and durability § The practicality of size, number of doors, storage space, stain resistant materials, features such as interior trunk/fuel unlock § Looks at maintenance requirements § Has done research and knows what they want B © 2010 Herrmann International § The ‘feel’ and comfort of the vehicle is important, user friendliness of controls § Wants to ‘love’ the car § Impacted by friendliness of sales and service organization § ‘Knows’ it’s the right choice § Will buy based on a friend’s recommendations C 02 -10
W What is the decision? Why are you making this decision? D hy W ha t A What are the facts? Why is it important? The Whole Brain® Decider How are you going to manage any risk involved? Who will it impact on? ow B © 2010 Herrmann International ho Who is involved in the decision? W H How are you going to make the decision? C 02 -10
How the Quadrants Decide The A Quadrant Analysis The D Quadrant Opportunity DECISION Consequences The B Quadrant © 2010 Herrmann International Feelings The C Quadrant 02 -10
Think. About Decision Making Summary § Our thinking affects both the way we make decisions and the decisions we make. § Avoidances can have a major impact on what we overlook. § No one quadrant is any better or worse than any other at decision making — they are just different. § The best decisions tend to be whole brained. © 2010 Herrmann International 02 -10
Think. About Decision Making A Approaches: Abstract Data based Theoretical DO I HAVE ALL THE FACTS? May overlook: Feelings Synergistic opportunities Approaches: Organized Conservative Procedural WILL I BE IN CONTROL? May overlook: Alternative solutions Novel ideas Big picture B © 2010 Herrmann International D Approaches: Imaginative Forward looking Risk taking HAVE I SEEN ALL THE HIDDEN POSSIBILITIES? May overlook: Details Practicality Approaches: Emotional Interpersonal Intuitive (Feelings) HOW WILL I AFFECT OTHERS? May overlook: Facts Planning C 02 -10
Скачать презентацию The Business of Thinking Think About Decision Making
e508eb1314e507a203832137c441ab16.ppt