DECISION MAKING

PROCESS
Prepared by:

Rodelyn C.Aguirre
Jean R. Baribe
Tita D. Gobi
What is decision making
process?
Decision Making Process?
According to Baker
“Efficient decision –making involves a series
of the steps that require the input of
information at different stages of the
process, as well as a process for feedback”.
Decision Making Process?
In Psychology
Decision- making is regarded as the
cognitive process resulting in the selection
of a belief or a course of action among
several alternative possibilities.
What does decision making
really mean?
Decision Making Process?
Defined simply as…

A process of making a choice

between a numbers of options and
committing to a future course of actions.
  Identify the problem
Step 1
 Diagnosing the problem
Step 2
 Discover alternative courses of action
Step 3
 Evaluate alternatives
Step 4
 Select the best alternatives
Step 5
 Implement and follow up actions
Step 6
Step 1  Identify the problem

 This stage involves understanding with absolute clarity what the

issue is and what type of decision is going to be made.

 The first thing one has to do is to state the underlying problem that
has to be solved. You have to clearly state the outcome that you
desire after you have made the decision.
 Step 1  Identify the problem

 This Steps includes

 Make sure it’s a problem and not just a symptoms of a problem

 Problem identification is subjective
 Discrepancies can be found by comparing current results with some
standard
 Managers aren’t likely to characterize a discrepancy as a problem if
they perceive that they don’t have the authority, information or other
resources needed to act on it.
Step 2  Diagnosing the problem

 This stage is where you will do an extensive analysis of the issue

and really delve into many facets.
 This is necessary to classify the problem in order to know who must
take the decision and who must be informed about the decision
taken.
 Step 2  Diagnosing the problem

 This Steps includes

 Explore the issue from different perspective

 Ask what, why, when, who, where and how questions so the issue is
fully revealed.
 Refine the decisions statement based on the analysis.
Step 3  Discover alternative courses of action

 In this step of the decisions-making process, you will list all possible
and desirable alternatives.
 Here, you do not have to restrict yourself to think about the very
obvious options, rather you can use your creative skills and come
out with alternatives that may look a little irrelevant.
 You would also have to do adequate research to come up with the
necessary facts that would aid in solving the problem.
Step 4  Evaluate alternatives

 One of the most important stages of the decision –making

procedure where you have to analyze each alternative you have
come up with.
 This steps includes:

 Finding out the advantages and disadvantages of each option.

 Filter out the options that you think are impossible or do not serve
your purpose.
 Rating each option with a numerical digit would also help in the
filtration process.
Step 5  Select the best alternatives

 In this step is where the hard work you have put in the analyzing
would lead to a proper decision.
 This include selecting the alternative which seems to be best suited
to you.
 Choose of the best alternatives is the most critical point in the
decision making.
Step 6  Implementing and follow- up action

 In this step you experience the result of the decision and evaluate
whether or not it has “solved” the need you identified in step 1, if it
has, you may stay with this decision for some period of time.
 If the decision has not resolved the identified need, you may repeat
certain steps of the process in order to make a new decision.
 Example- Gather more detailed or somewhat different information
or discover additional alternatives on which to base your decision.
 Summary of Decision Making Process
Check in: Test for Cognitive Biases
1 2 3 4 5 6
Frame the Analyze
stages

Deepen Make the Take

issue the issue understanding decision Action
Debrief
*Create the list
* Describe the issue *Explore what * Design plan
of the possible *Were
has changed
* Provide essential * Explore the decisions that to
issue from
since the issue cognitive
background arose; what,
could be made implement
different *Explore biases
* Clarify what been decision.
Questions

where, when, monitored

perspectives possible * Assign role
done so far including how
* Ask what, why, outcomes of *Was the best
what was *Brainstorm and
when, who,
potential
the decision decision made?
considered and not where and how options
responsibiliti
causes *Identify what
pursued questions. *Make the es
*Identify the you did well
* Create simple and *Refine the decision * Create
critical and areas for
clear decision decision question *Is the decision accountabilit
based on analysis
contributors to improvement
statement the decision
consistent with ies
you values?
Collect all
Pitfall
Avoi

Get the right Don’t give up Don’t jump to Evaluate

relevant Be realistic
d

people involved too easily conclusions process

information