How should decisions be made? Easy, we figured that out long ago. First define the problem, then diagnose its causes, next design possible solutions, and finally decide which is best. And, of course, implement the choice.
But do people always make decisions that way? We propose that this rational, or “thinking first,” model of decision making should be supplemented with two very different models — a “seeing first” and a “doing first” model. When practicing managers use all three models, they can improve the quality of their decisions. Healthy organizations, like healthy people, have the capacity for all three.
Consider how a real decision was made, a personal one in this case. It begins with a call from an aunt.
“Hi, kiddo. I want to buy you a housewarming present. What’s the color scheme in your new apartment?”
“Color scheme? Betty, you’ve got to be kidding. I’ll have to ask Lisa. Lisa, Betty wants to know the color scheme of the apartment.”
“Black,” daughter Lisa says.
“Black? Lisa, I’ve got to live there.”
“Black,” she repeats.
A few days later, father and daughter find themselves in a furniture store. They try every desk, every chair: Nothing works. Shopper’s lethargy sets in. Then Lisa spots a black stool: “Wouldn’t that look great against the white counter?” And they’re off. Within an hour, they have picked out everything — in black, white and steel... To read the complete article, login or sign-up using the form below.
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