Bertrand Duperrin's Library tagged decision →  View Popular, Search in Google

"In his provocative book The Paradox of Choice, Barry Schwartz's warns that giving consumers more product choices actually lowers their purchase satisfaction. Schwartz reasons that having too many options makes us fear missing out, which causes anxiety, analysis paralysis and regret."

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"Key findings from the report found that:

Performance is the number one measure of recruitment success

New staff under pressure to make greatest impact in their first year

Employers target recruits who make good decisions, bring creativity and build good relationships with bosses and peers "

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"Executives tell me their teams make decisions all the time. "Bob," a CEO will say, "I know you think that individuals — not groups — make most decisions. But that's not true. My team and I make lots of decisions together."

In fact, they don't. It's an illusion."

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"One person is the Decider for final design choices. Not focus groups. Not data crunchers. Not committee consensus-builders. The decisions reflect the sensibility of just one person: Steven P. Jobs, the C.E.O.

By contrast, Google has followed the conventional approach, with lots of people playing a role. That group prefers to rely on experimental data, not designers, to guide its decisions. "

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"Après avoir courtisé leurs dirigeants, leurs actionnaires, leurs clients et même l'opinion, voilà que les entreprises s'intéressent à leurs employés. Il faut dire que de récentes affaires, comme celles de Renault ou France Telecom ont montré les ravages de la démoralisation des troupes. Vingt ans de pression actionnariale, de changements technologiques et d'évolutions sociologiques, conclus par une crise majeure, ont eu raison de la fiction d'une entreprise heureuse dans un environnement sain."

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"In the third quarter of 2010, Genesis Management Consulting Group launched the results of its second global survey on strategic decision-making. The survey defined strategic decision as a decision that “could have fundamental and significant impact on the organization.”"

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"This is also our guiding principle at Darwin. We want to better enable people to make decisions by using Chaos Theory principles to let the content self-organize and then creating useful content visualizations to facilitate the human mind’s ability to sort through content as you will soon see. It is the opposite of semantic technology that tries to get the computer to understand language and do some of the cognitive work. There can be a place for both."

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"Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on "Middle Management as Business Software Influencer." They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US."

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"Almost all executives want more and faster information, and almost all companies are racing to provide it. What many of them overlook, though, is that the real aim should be not faster information but faster decision making — and those aren’t the same things."

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"The most captivating item in Michael Norton's office is a Star Wars The Force Trainer, a toy that allows would-be Jedi warriors to levitate a Ping-Pong ball within a tube using only the power of focused thinking. Norton, a marketing professor at Harvard Business School, plans to study whether inducing people into believing they can expertly control the ball will affect the way they perceive themselves as business influencers.

In fact, Norton spends most of his time thinking about thinking. So it's somewhat ironic that his latest line of research explores the idea of thinking too much."

decision decisionmaking thinking

"At the New MR Virtual Festival, Diane Hessan of Communispace said one of the most frequently asked questions she gets is, “What are the critical successful factors for a community?” Having built over 400 of them, Diane says, “We have probably made more community mistakes than anyone in the world!” Based on those experiences, and on extensive research on research that Communispace has done, Diane has identified 8 myths about successful research communities"

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"Here is an interesting idea that has been well articulated in a new book, The Learning Layer by Steven Flinn. I recently had a chance to speak with Steve about this marriage of aspects of Web 2.0 and artificial intelligence (aka adaptive systems) that can have useful applications within the enterprise."

thelearninglayer stevenfinn behavioralinformation datamining web2.0 adaptativesystems workflow value decision beahavior

"The Aggregation methods on the other hand describe how these decisions are made or this work executed: Independent, Autonomous, Consensus, Deliberative, and Combative. These again are alternatives to each other to create results.

Very briefly:

* Independent—Members work on the task separately, but the results are aggregated across all members
* Autonomous—Members work on the task separately of each other, and their results are distinctly visible to other members as separate work.
* Consensus—A group of members works directly together on the task with the intent to deliver an overall collective result, even if it’s not unanimous or convergent.
* Deliberative—A group of members works directly together without the intent or necessity of coming to a consensus on a single result.
* Combative—Members must compete against each other to derive the best result from the group, denying other choices."

leadership decisionmaking decision

"In reality, Google has replaced opinions. We used to solicit people’s opinions a lot more often in the workplace because we needed to gather information about how things were being done in other companies where they may have worked in the past. We lacked the huge library of potential solutions that we have today, when a simple Google search can provide us with a myriad of opinions and best practices to choose from. So it no longer makes sense to use our precious talent and resources to try to generate ideas and opinions. I would rather they use their expertise to make the decision work! "

opinion google decision decisionmaking leadership

Greg Oxton from the Consortium for Service Innovation (CSI) shared with me a model for understanding how engaged enterprises really are:

* 1% of customer conversations are assimilated as organizational knowledge
* 9% of customer conversations touch the organization, but no learning occurs
* 90% of customer conversations never touch the organization

crm socialcrm engagement socialmedia information decision decisionmaking customers conversation knowledge organizationalknowledge

L'analyse des processus de décision, fussent-ils collectifs, montre comment l'excès d'optimisme, l'influence de la première proposition, le charisme des initiateurs, et l'autorité du décideur final biaisent toutes les décisions d'investissements, et pèsent sur leur rentabilité finale. Mieux vaut plusieurs scénarios d'investissement, analysés lors d'un bon débat de vrais experts. On peut apprendre à bien décider, estime Olivier Sibony, directeur associé senior chez McKinsey.

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Social software changes this paradigm:

* All conversations and buy-in from individuals can be transparent
* A much broader group can participate in the debate
* Polling can be done regularly and almost instantly
* Conversational persistence allows for asynchronous participation
* Low barrier to participation - some people can argue and write original commentary while others can organize supporting information and others can rate or comment - making participation in the conversation open to more voices and personalities

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What about Google’s management style is so powerful, yet still transferable to other organizations?

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Networks will not replace or supplement hierarchies; rather the two will be encompassed within a broader conception that embraces both.

We are still a long way from figuring out the appropriate and encompassing organization models for the economy we are now in."

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