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Before deciding on a course of action, prudent managers evaluate the situation confronting them. Unfortunately, some managers are cautious to a fault – taking costly steps to defend against unlikely outcomes. Others are overconfident – underestimating the range of potential outcomes. And still, others are highly impressionable – allowing memorable events in the past to dictate their view of what might be possible now. These are just three of the well-documented psychological traps that afflict most managers at some point, assert authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa in their 1998 article. Still, more pitfalls distort reasoning ability or cater to our own biases. Examples of the latter include the tendencies to stick with the status quo, to look for evidence confirming one’s preferences, and to throw good money after bad because it’s hard to admit making a mistake. Luckily, techniques exist to overcome each one of these problems. For instance, since the way a problem is posed can influence how you think about it, try to reframe the question in various ways and ask yourself how your thinking might change for each version. Even if we can’t eradicate the distortions ingrained in the way our minds work, we can build tests like this into our decision-making processes to improve the quality of the choices we make.
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1.
Certain Optimistic Open / reflective Outgoing 7 8 8 7 Problem
Solving Collaborative Intuitive Authoritative 6 5 6 8 Persistent Tempo Experimenting Risking 6 6 7 6 Frank ToleranceOfBluntness Diplomatic Influencing 7 8 7 8 Assertive WantsCapableLeader Helpful TakesAutonomy 6 4 7 9 Self-motivated CauseMotivated Stress Management WantsHighPay 9 9 5 7 Self-acceptance WantsRecognition Self-improvement Warmth/empathy 8 7 8 7 Organized ToleranceOfStructure Flexible Precise 6 3 6 4 Provides Direction Enforcing Planning HandlesConflict 9 6 6 8
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