Decision making process
A decision-making process describes the phases from the creation to the implementation of a decision . To distinguish it from the decision-making process, cf. Evaluation phase. Decision-making processes describe how decisions are made and are therefore part of decision theory .
Decision-making phases
Phase 1: problem formulation
The decision maker or his environment recognizes the necessity of any decision ( diagnosis ). The problem must be formulated consciously or unconsciously in the form of objectives and boundary conditions ( restrictions ) in order to remedy the problem in planning. In unstructured decision-making processes, it is not yet clear at this point that a decision is required.
Phase 2: information gathering
The procurement of information serves, on the one hand, to validate the problem description (target revision) and, on the other hand, to open up a solution field with the help of information. Götz Schmidt starts the information gathering (survey / analysis ) at step 1 because a planning cycle has already preceded him. The information gathered for the search for alternatives and a deeper understanding of the problem and its causes have a strong influence on the quality of the decision.
Phase 3: Searching for alternatives
A solution field of possible alternatives can be set up using the available information. This is trivial with a yes / no decision ( do I go to the cinema or do I stay at home? ). But even here there can be compromises ( I'm going to the cinema tomorrow ). Creativity techniques such as brainstorming , brainstorming paradox, method 6-3-5 , morphological analysis , change of perspective, analogy techniques are suitable for expanding the solution space . By filtering and reducing the solution field according to the constraints , possible options for action (/ alternatives) finally arise.
Phase 4: Assessment
In the evaluation ( anticipation of desired and undesired consequences, prognosis of the resulting consequences), the alternatives found are compared on the basis of goals.
With an only one-dimensional goal and strictly monotonously increasing individual evaluations of the alternatives as well as complete reliable information, the alternative to be recommended is clear. The assessment is more difficult in the absence of these conditions. The way in which this comparison is made is called a decision-making process.
Phase 5: decision (decision)
The actual decision, namely the selection of an alternative course of action, rests with the decision maker. He must have the appropriate decision-making power or authority so that the decision to implement it is accepted. In addition to the rational criteria for the decision that were established through the search for alternatives and evaluation, other (soft) factors play a role. The decision-maker will try not to undermine his decision-making power through the decision. At the same time, a high level of acceptance of the decision can be advisable for implementation . In this case, it is advisable to involve as many people affected by the decision as possible in the decision-making process.
Phase 6: action
During the action, the planned and selected alternative action is carried out, i.e. implemented in reality. If there is no possible option for action, the decision can be to change the objective or the restrictions. As a rule, decision-makers and implementers differ from one another. Then an order is required for implementation.
Phase 7: control
The implementation does not always achieve the anticipated success due to problems of information, communication , motivation or changing environmental conditions . The control is thus again the beginning of a new time-discrete control cycle (see cybernetics ).
| # | psychological approach | organizational approach | cognitive approach |
|---|---|---|---|
| 1 | Preselectional phase | Survey / Analysis | Problem formulation |
| 2 | Preselectional phase | Appreciation | information gathering |
| 3 | Preselectional phase | Solution draft | Look for alternatives |
| 4th | Preselectional phase | rating | comparative evaluation |
| 5 | Selective phase | selection | decision |
| 6th | Post-selective phase | assignment | action |
| 7th | Pre- / post-selective phase | Implementation control | control |
The person in the decision-making process
(see decision psychology )
Decision-making processes are seldom carried out in the structured way as shown above. Most decisions are made unconsciously (gut feeling). This works because our brain can store similar processes and make automated decisions ( experience ) in similar problem situations (with a good feeling ).
A decision is always shaped by the subjective basis of the decision-maker, by their preferences , feelings , likes , dislikes , values , experiences and willingness to take risks . Due to these influences, a decision is usually only subject to a limited rationality .
In the area of the impact assessment of the evaluation phase, there are also other sociological factors:
- How do those affected react to the decision?
- How is the decision accepted by the implementers?
- How do competitors react ( game theory )?
Also, ethical principles can affect the decision-making process.
Individual evidence
- ^ A b Götz Schmidt: Methods and techniques of organization . In: "Organization" series; ZDB ID: 22196833; 1 . Dr. Götz Schmidt.
- ↑ Tilmann Betsch et al .: Thinking - Judging, Deciding, Problem Solving: General Psychology for Bachelor's . In: ISBN 3-642-12473-9 . Springer, Berlin 2011.
- ^ Matthias Haun: Cognitive Organization: procedural and functional design of companies . In: ISBN 3-662-52951-3 . Springer Vieweg, Berlin 2016.