0:00:00hello my name is writing markings today want to talk a little bit about the
0:00:04research done by on it ohio state university
0:00:08the article i wanna talk specifically about is investigating this excess a decision making processes
0:00:17what doctor not doesn't his research is you don't to for different types of decision
0:00:21making that are coming within organisations
0:00:25it discovery decision making process which is very systematic and you identify the problem and
0:00:30then you look at alternative just the
0:00:32solutions to the problem then you go to the decision making process that would only
0:00:36those down to the one that will get the best results
0:00:40a variation on this which is the emerging opportunity where you start out in a
0:00:44systematic process
0:00:46but then once a good ideas identified you drop the process and just so that
0:00:50is the solution
0:00:53is there is idea in position which is where you start out with the solution
0:00:57at the very beginning and then most the process is about justifying that decision
0:01:03and the redevelopment process and this is where you start out in the discovery process
0:01:08or and the idea and position you get partway real halfway through and then you
0:01:13find out is not working so you start the whole decision making process over again
0:01:19to look into these types of decision making processes
0:01:23he's collected business decisions most of these are large businesses or large business decisions at
0:01:30least
0:01:31around by a new product aligned acquisitions and so forth
0:01:37each of the decisions yeses graduate students interview three people involved with the decision and
0:01:43the decision making process
0:01:45so the in interview the decision maker close to secretary
0:01:50readers for the decision
0:01:52so these are the people who can verify what the initial person this thing
0:01:57in over twenty five years he's collected over four hundred examples of these decisions
0:02:05what defines is that the discovery process leads to about nineties process sustained adoption and
0:02:10eighty five percent completed option
0:02:13the emerging opportunities process leads to seventy three percent sustained adoption sixty six needed option
0:02:22the redevelopment processing
0:02:24needs to sixty four percent sustained adoption fifty seven percent completed option
0:02:29and idea and position needs to fifty five percent sustain and only one percent complete
0:02:35so as you can see as you go down from discovery you have a big
0:02:39drop off you know you're starting out what the solution of mind at the beginning
0:02:43your success rate is almost half of that are those
0:02:49people going to the discovery decision making process
0:02:52so these results are quite significant in my opinion
0:02:56the how do these apply well i think that you did not want to the
0:02:59and then systematic decision making
0:03:02even a good idea comes along you don't wanna go into the emerging opportunity just
0:03:07because the idea sounds good at the time
0:03:10stick with the process and it does work needs to better adoptions
0:03:15trying not to impose solutions to really and the decision making process is this can
0:03:19throw everything into a tizzy
0:03:22and no decision is too small again they look at a variety of decisions within
0:03:27this four hundred sample summer smaller decisions and some are very big decisions such as
0:03:34acquisitions
0:03:35and it seems that the data hold study across all the difference
0:03:39scales of decisions as well so you systematic decision making whenever possible
0:03:46if you like to know more that are not reduce the book called white decisions
0:03:51being open two thousand and two
0:03:53and this article they don talking about today was found in the journal of management
0:03:57studies
0:04:00and two thousand eight
0:04:02here's the rest of the reference for
0:04:04thank you very much