Difference between Decision and Determination
Every day, we make countless minor and significant decisions. The paper might be read to contemplate the choice process and format.
One of the four traits of a successful manager is decision-making accuracy. Many managers require more time, information, and advice to make judgements. Remember that determination is a personality attribute.
Low-curiosity people make decisions easily. But the “right decision” and the “easy decision” are different. Every problem has a quick, easy, inexpensive, and erroneous answer that becomes a later problem.
These words do not mean the appropriate decision should be made slowly. A "purposeful decision" must be made swiftly.
Delaying the decision is pointless. Delayed decisions leave people waiting uncertain, and repeated delays cast doubt on the leader's personality rather than his managerial skills. Time limits help avoid indecision and decision delays.
When interests conflict, no decision is perfect. In such instances, choose the least uncomfortable option. Refereeing subordinate disagreements is the biggest mistake.
Those who trust your neutrality want you to be on their side because they think they're right. When you disagree, they may have one of three thoughts, depending on the situation.
You must realise that your choices may disappoint some. Trying to please everyone won't work. Therefore, demonstrate empathy to individuals who are upset with your decisions to lessen the discomfort.
Decision-making entails uncertainty. With all the evidence, you can never decide. Since until then, the "decision" becomes a "reaction" to what is happening.
Before making a decision, consider uncertainty. List these and write down any uncertain scenarios. Ask yourself these questions when uncertainties grow:
A recent leadership study found that managers will consult more and include coworkers in their decisions in the future. Because today's issues are beyond one person's expertise.
Listen to your subordinates and learn from them. Don't think this is weak. You choose, assess, interpret, and finalise the data.
Think about these three points before deciding.
Pressure and stress cause people to act on their old knowledge, not their new knowledge.
Therefore, when making a decision, you must be systematic and open-minded, collecting as much information as possible, analysing it correctly, and choosing the best option. Write this on paper or the screen if possible.
Create an alternative. Consider all the options and pick the best one with explanations. “What if it doesn't?” Ask and plan B in case things go wrong.
Act responsibly. Responsibility to your teammates should guide every decision. You can take risks for your subordinates in line with your vision, but don't put them at risk.
Conclusion
Decision-making and resolve are key to management success. Manager indecision undermines trust. Each person's decision-making process is unique like their fingerprint.
Therefore, understand your decision-making process and plan accordingly. Thus, historical decision-making aphorisms from various fields can motivate you.