Published on February 17, 2009
The Essences of Decision-Making Intuition, „Nichtwissen“ and Decision-Making DR. ANDREAS ZEUCH cell +49.(0)160.79 38 807 | email: firstname.lastname@example.org | web: www.a-zeuch.de | integral.blog: www.psychophysik.com/integral-blog | podcast: www.dasabenteuerleben.de
The Essences of Decision-Making ‣ You can not not decide: Every single perception, thinking and acting is a decision. ‣ To look in one direction means to exclude other visual data. ‣ To think one thought means to exclude another one. ‣ To act in one way means to exclude another action. ‣ You can dissolve this exclusion only in time: One by one. © ANDREAS ZEUCH 2009
The Nature of Decisions ‣ Every decision is made by rationality and intuition. ‣ There is no pure rationality nor intuition. You can imagine these opposite poles as a throttle: It‘s possible to scroll your style of decision-making in either one or the other direction. But you will never reach the final points. Intuition Rationality © ANDREAS ZEUCH 2009
Incomplete Information: Basics ‣ Most decisions have to be made on the basis of incomplete information. ‣ Especially in complex systems there is no such thing like complete information. ‣ Paradoxically, the lack of information regarding to the relevant data you would like to obtain will grow in knowledge-society. © ANDREAS ZEUCH 2009
Incomplete Information: Less is more ‣ The quality of decision-making is unproportional to the amount of gathered information ‣ The ratio of amount of gathered information and quality of decision-making is a bell-shaped curve: Up to a certain point it will increase then decrease. + Quality of Decision - + Amount of Informationen © ANDREAS ZEUCH 2009
Consequences I: Professional Intuition ‣ Therefore and because of the following aspects it‘s no luxury but necessity to develop the professional intuition of your employees. ‣ Intuition is a basic function of every human being. It‘s rooted in implicit knowledge, subliminal perception and information processing and mirror neurons. ‣ But: Intuition is ressource and risk! ‣ Experience and perception can lead to errors (e.g. Anchor-Heuristic) ‣ Judgements can be distorted by the „Halo- and Devil-Effect“: Deducing an overall assessment from one single attribute. ‣ For this reasons it‘s important to learn to distinct between functional and dysfunctional intuition © ANDREAS ZEUCH 2009
The Meaning of the Term „Nichtwissen“ Nichtwissen is the German term for quot;absence of knowledgequot;, including conscious and unconscious aspects of not-knowing. In contrary to ignorance it does not automatically feature not wanting to know, which could be seen as a special subtype of quot;Nichtwissenquot;. Errors and misconceptions are other contributing subtypes of quot;Nichtwissenquot;. © ANDREAS ZEUCH 2009
Consequences II: Constructive Culture of Nichtwissen ‣ It‘s important to develop a constructive culture of „Nichtwissen“ ‣ Because of the growing daily lack of information. ‣ Because every knowledge produces new Nichtwissen. Remember your time at the university: After having written your thesis you know, what you‘re not knowing (Important distinction: conscious and unconscious Nichtwissen!) © ANDREAS ZEUCH 2009
Consequences II: Constructive Culture of Nichtwissen ‣ Nichtwissen is not a problem only. It‘s a deep ressource for creativity and innovation, too. ‣ Become „Open Experts“: Work hard on your expertise and respect it but stay flexible to look with beginner‘s eyes on your questions, problems and challenges. ‣ Respect the question. Every good answer is rooted in a better question! ‣ Anchor intelligent methods of communication like Dialogue-Rounds, Open Space as regular and permanent learning cycles in your organization. ‣ Learn from your errors. There is no error-free organization (even if Fredmund Malik demands it...). Errors will happen. They‘re not intended. Otherwise it would be sabotage. © ANDREAS ZEUCH 2009
Consequences III: The organizational model ‣ Every hierarchical, central command-and-control Organization will kill the intuition of its employees. There is no space for a constructive culture of Nichtwissen. ‣ To create an ideal context for the described necessary decision-making culture the Beyond-Budgeting model is a great choice. ‣ And on the other side: Beyond-Budgeting claims intuitive employees and leaders, and a constructive culture of Nichtwissen. © ANDREAS ZEUCH 2009
Learn more: http://www.a-zeuch.de/index.php?l=en © ANDREAS ZEUCH 2009
Canvas Prints at Affordable Prices make you smile.Visit http://www.shopcanvasprint...
30 Días en Bici en Gijón organiza un recorrido por los comercios históricos de la ...
Con el fin de conocer mejor el rol que juega internet en el proceso de compra en E...
With three established projects across the country and seven more in the pipeline,...
Retailing is not a rocket science, neither it's walk-in-the-park. In this presenta...
Essence of Decision: ... a case study for future studies into governmental decision-making. ... "The essence of ultimate decision remains impenetrable to ...
"Essence of Decision" is a classic for a reason. For anyone who cares about government decision-making, it is hard to find another single book as practical ...
Background One thing right away: Decisions are always made at a specific point in time and by people facing specific advantages and disadvantages.
Essence of Decision Second Edition, is a vivid look at decision-making under pressure and is the only single volume work that ... Essence of decisión ...
The Core Issue: Decision-Making. Exploring the process and difficulties of making decisions and the flower essences that can help
The Essence of Decision Graham Allison (1971) Table of Contents History of the Cuban Missile Crisis Thirteen Days clips Essence of Decision The Cuban ...
Management decision constitutes the most important thing that managers do. Given the significance and complexity of this activity, one would expect to find ...
Graham Allison - Essence of Decision jetzt kaufen. 5 Kundrezensionen und 5.0 Sterne. …
The Essence of Strategic Decision Making: Amazon.de: Charles R. Schwenk: Fremdsprachige Bücher