Leading up to our meeting and in our meeting this week, I found that the problem we found ourselves stuck with was the decision process.
Last week as a team, we decided what each of us was to complete before the meeting on Wednesday. In the days leading up to the meeting, I tried to complete my tasks. The difficulty with this was the dependency of my decisions and those that others were to do. In the end, during the meeting, I found that the majority of my choices were changed.
After reading the article by Hammond, Keeney, and Raiffa (1998), I have found that I can relate to their argument. Hammond et al. (1998) state that the most critical job of any employee but also can be the trickiest and has the most risks. Any bad decisions can damage a career, business, and or both (Hammond et al., 1998). One trap that Hammond et al. (1998) mention are The Status-Quo Trap. Under this trap, they explain that every person carries a bias, often subconsciously, that influences the decisions that we make. This segment of their article is fascinating because I can understand the backgrounds that people have and me, in particular, can influence how we make decisions.
The actions that we should adopt and try throughout the next round is for the budget to be allocated early on before the meeting. This will allow the other departments to know what they have to work within the next rollover. Then coming to our next meeting, we should (in theory) have a better understanding of what each of our decisions is. We shall see how well this works.
To be continued…
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48.
Hammond, J. S., Keeney, R. L., & Raiffa, H. (1998). The hidden traps in decision making. Harvard business review, 76(5), 47-58.