The art of decision making

Read more about decision making here: https://joyful-leader.com/how-to-make-decisions-like-a-good-leader/ https://www.joyful-leader.com/ Free online course: https://www.joyful-leader.com/apply/ Free 168 pages long joyful Leadership manual: https://joyful-leader.com/resources/ Follow our Facebook page and join our Facebook Community. Page: https://www.facebook.com/joyfulleadership/ Facebook Group: https://www.facebook.com/groups/512532159155743 Instagram: https://www.instagram.com/joyfulleadership/ Also if you have any questions or suggestions leave a comment below. Also like, share and follow us on Instagram and Youtube where we will be posting many interesting stuff 😊 Today we will talk about errors leaders make in a DECISION-MAKING. A leader has a difficult task to integrate AMBIGUITY, UNCERTAINTY, AND INFORMATION OVERLOAD INTO A DECISION in order to ensure action. Decision-making is the fundamental requirement in strategic planning and execution. No one, including great strategic leaders, have complete mastery over their environment. They must make decisions in time that are flexible but not indecisive, objective but not dismissive and rigorous but not interminable. What helps or hinders quality decision leaders make? The answer is errors in social perception – the process by which people come to understand one another and social situations. Here are some typical errors people make in the process. These errors can be eliminated or controlled only with a rigorous training. We are going to present the ones that in our experience are the most important for leaders: FUNDAMENTAL ATTRIBUTION ERROR – The tendency to underestimate the impact of situations on other people’s behavior and to overestimate the role of personal causes. “He did it because is evil”. THE ACTOR-OBSERVER EFFECT – The tendency to attribute our own behavior to situational causes and others’ behavior to personal causes. “I could not arrive on time the bus was late” but “He is always tardy”. FALSE-CONSENSUS EFFECT – The tendency for leaders to overestimate the consensus for their own opinions, attributes, and behavior. “They will support my idea in the meeting”. DEFENSIVE ATTRIBUTION – The tendency to hold victims responsible for their fate when they are similar to us and when consequences are severe. “We women should not provoke with clothing style. She had an extra provoking dress and it should not come as a surprise to anyone that she was raped”. BELIEF IN A JUST WORLD – The belief that the world is a just place where individuals get what they deserve, and deserve what they get. “He was ignoring the advice of his accountant and now he is broke”.

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