Scientific decision

Features

ScientificDecisionMaking(ScientificDecision/ScientificDecisionMaking)

Scientificdecisionmakingisprocedural,creative,optimalandguidedsex.

Procedural

Itmeansthatscientificdecision-makingisnotasimpledecision-making,arbitrarydecision-making,letalonehot-headed,eloquent,arbitrary,butunderthecorrecttheoreticalguidance,inaccordancewithcertainprocedures,Fullyrelyonthecollectivewisdomoftheleadershipteamandthebroadmasses,andcorrectlyusedecision-makingtechniquesandmethodstochoosebehavioralplans.

Creativity

Itmeansthatthedecision-makingisalwaysbasedontheproblemthatneedstobesolvedandthenewtaskthatneedstobecompleted.Itisnotamicrophone,tape,orsalespersonorsetter,butUseyourbrains,uselogicalthinking,imagethinking,intuitivethinkingandotherthinkingforcreativework.

Preferentiality

referstothesearchforanactionplanthatcanobtaingreaterbenefitsfromthecomparisonofmultipleplans.Thechoiceofthebestisthecoreofdecision-making.

Guidance

Itmeansthatinmanagementactivities,onceadecisionismade,itmustbeimplemented.Ithasarestrainingeffectontheentiremanagementactivitiesandeveryoneinthesystem,andguidesEveryone'sbehaviordirection,ifnotputintopractice,decision-makingwithoutguidingsignificancewilllosethepracticalmeaningofdecision-making.

Subject

Thescientificdecision-makingprocessistheprocessofinteractionbetweendecision-makingleaders,expertsandpracticalworkers.Inthisprocess,thesubjectsparticipatingindecision-makingcooperatewitheachothertoformadecision-makingprocess.

Therearegenerallyfivesubjectsparticipatinginscientificdecision-making:decision-makingleaders,decision-makingassistants,decision-makingexperts,subjectexperts,practicalworkersandthegeneralpublic.

Intheprocessofscientificdecision-making,theabovefivedecision-makingbodiesareindispensable.Theycooperateandcomplementeachotherinthedecision-makingprocess,andarelinkedtogethertoformadynamicsystemofscientificdecision-makingoperation.

Procedure

Decision-makingisacompleteanddynamicprocessofasking,analyzing,andsolvingproblems.Onlybyfollowingscientificdecision-makingprocedurescanwemakecorrectdecisions.Thedecision-makingprocessincludesfourbasicsteps:

First,askquestionsanddeterminegoals.Alldecisionsstartfromtheproblem.Theso-calledproblemisthegapbetweenwhatshouldhappenandtheactualphenomenon.Decisionmakersshouldbegoodatfindinggapsandidentifyingproblemsonthebasisofcomprehensivecollection,investigation,andunderstandingofthesituation,andbeabletoclarifythedevelopmenttrendoftheproblemandtheimportanceofsolvingtheproblem.

Theso-calledgoalreferstothedesiredresultonthebasisofpredictionundercertaincircumstancesandconditions.Thegoalisthestartingpointanddestinationofthedecision.Thegoalmustbeclearandreasonable.Itisnecessarytodistinguishbetweenthegoalsthatmustbeachievedandthegoalsexpectedtobeachievedonthebasisofneedsandpossibilities.

Second,drawupafeasibleplan.Afeasibleplanreferstoaplanthathastheconditionsforimplementationandcanguaranteetherealizationofthedecision-makinggoal.Therearemanywaystosolveanyproblem,anditisnecessarytocompareandformulatevariousalternatives.Therefore,theprocessofdrawingupafeasibleplanisaprocessofdiscoveryandexploration,aswellasaprocessofelimination,supplementation,revision,andselection.Wemustboldlyimagine,daretoinnovate,butalsomustbecarefulandcalmandcarefullydesign.

Three,choosetheplan.Analyzeandevaluatetheproposedmultiplefeasibleschemes(alternativeschemes),andselectthemostsatisfactoryschemefromthem.Thismostsatisfactoryplanisalsorelative,andisconsideredthemostsatisfactorybythedecisionmakers.Theselectionofthemostsatisfactorysolutionmustbebasedoncertaindecisioncriteria.Themostsatisfactorysolutionselectedunderdifferentdecisioncriteriaislikelytobedifferent.

Four,implementationplan.Theimplementationoftheplanisaveryimportantlinkinthedecision-makingprocess.Oncetheplanisselected,thespecificmeasuresandstepsfortheimplementationplancanbeformulatedtoensurethesmoothimplementationofthedecision-makingplan.Duringtheimplementationoftheplan,theenvironmentmaychange,andtheoriginallyassumedconditionsmaynotappear.Therefore,timelyadjustmentsneedtobemadeaccordingtothesituationtoensuretherealizationoftheexpectedgoals.

Theessentialdifferencebetweenempiricaldecision-makingandscientificdecision-makingliesinthedifferentmethods.Thesubjectofempiricaldecision-makingisgenerallymanifestedasanindividual,whilescientificdecision-makingistheproductofcollectivewisdom;empiricaldecision-makingmainlyreliesonthesubjectqualityofthedecision-maker,andscientificdecision-makingusesadvancedtechnologiesandmethodsasmuchaspossible;empiricaldecision-makingisintuitive,whilescientificdecision-makingDoesnotexcludeexperience,butpaysattentiontohandlingdecision-makingproblemsundertheguidanceoftheory.Therefore,empiricaldecision-makingshouldbecombinedwithscientificdecision-makingtoachievescientificdecision-making.

ThinkingPath

Scientificdecision-makingthinkingistherationalization,proceduralization,moderationandsystemizationofmanagers’dailymanagementdecisions.Itistheworldviewandmethodologyformanagerstohandlemanagementaffairs.Animportantwayandsignformanagerstobecomeprofessional.

Thethinkingpathofscientificdecision-makinghaseightsteps:definingtheproblem,preparingfordecision-making,correctingthedecision-makingmentality,listingallpossiblesolutions,evaluatingthesolution,decidingonthecorrectsolution,implementingtheactionplan,andreviewingtheeffectivenessoftheimplementation.

Definetheproblem

Inmanycases,poordecision-makingisoftenbecausetheproblemisnotreallyclearlyunderstood,orthefocusofthedecisionisfocusedonthewrongorunimportantproblem.Therefore,thecorrectdefinitionoftheproblemisusuallyaprerequisiteforsuccessfuldecision-making.Otherwise,itmayleadtothewrongdirectionofdecision-making,notonlyunabletosolvetheproblem,butmayalsoproducenewproblems.Thedefinitionofaproblemisnotjustadescriptionofafewsentences.Thedefinitionofaproblemistosetthescopeandclarifythedetails,sothatwecanfacethechaoticandcomplicatedsituation,andbeabletoevaluate,clarify,classifyandgiveordertotheproblem.

Decisionpreparation

Thedecisionpreparationmentionedhereismainlycarriedoutfromthreeaspects.

First,wemustcollectmeaningfulinformation.Beforestartingtocollectinformation,youmustfirstassesswhatinformationyouknow,whatisunknownorunclear,inordertodeterminewhatkindofinformationyouarelookingfor.Themoreinformationisnotthebetter.Sometimestoomuchinformationwillonlycauseconfusion,andwillnotimprovethechancesofsuccessfuldecision-making.Therefore,itisnecessarytojudgewhichinformationisneededandwhichcanbeignoredbasedontherelevanceandrelativeimportanceoftheinformationtothedecision-makinggoals.Forexample,inthecase,ManagerLiushouldcollectsalarypoliciesandincentiveplansrelatedtopeers,samecityorrelativelyclosecompetitors,andmakeacomparativeanalysiswithhisowncompany,andhewillhaveanewunderstandingoftheoccurrenceandresolutionofproblems.

Secondly,itisnecessarytoclarifythequalificationsoftheproblem.Youcan'tachieveallthegoalsatthesametime.Inmanycases,youcan'thaveboth.Youhavetosetprioritiesandmakechoices.Inotherwords,itisnecessarytoclearlylistthegoalstobeachievedinthedecision-making,andtoprioritizeandselectthegoals.Inthecase,ManagerLiu’sbossmadeiteasy,butincaseitcan’tbeachieved,ManagerLiushouldprioritizeandkeepthemostimportantandfundamentalgoalswhennecessary.Themostcommonmistakeinthisstepistosetseveralgoalsthatareinherentlycontradictory.Ifthisisthecase,thenthisdecisionismoreirrationalthangambling.Inaddition,althoughthedecisioniscorrectatthebeginning,thepreconditionshavechangedinthesubsequentprocess.Ifthedecisionisnotadjustedaccordingly,itwillinevitablyleadtofailure.Therefore,decisionmakersmustalwayskeepinmindtheconstraintsofthedecision.Oncetheactualsituationchangesdrastically,newmethodsshouldbefoundimmediately.

Correctthedecision-makingmentality

Onlywhenthemindiscalm,calm,upright,andatease,canpeaceofmindbetakencareof."University"said:"Knowledgeandstop,thentherewillbesamBefirmandunswerving;onlyunswervingcanyoubecalmandnotmoveyourmind;onlycalmcanyoubeatease;onlypeaceofmindcangetridofprejudiceandcarefulconsideration;carefulthinkingcangetscientificandreasonabledecision-makingresults.

Listallpossiblesolutions

Themostfrequentlyheardcomplaintatthisstageis:"Ican’tthinkofagoodsolution."Infact,it’snotthatIcan’tthinkofit,justbecauseIthinktoomuchandfeelthatnothingisfeasible.Butthekeypointatthisstageisthateveryonebrainstormswitheachother,putsforwardvariousideas,anddoesnotconsiderfollow-upfeasibilityissues.Decision-makingtoolsandmethodssuchasbrainstormingandsixthinkinghatscanhelpyougetmoreandbetterideasandideas.

Evaluationplan

Whataretheadvantagesanddisadvantagesofeachplan?Whatarethepossiblepositiveandnegativeresults?Dotheseoptionsmeettheexpectedgoalsyouset?FirstyoumustUsetheobjectivedatacollectedpreviouslyasthebasisforevaluation,andatthesametimeevaluatewhetheryouhaveenoughresourcesandmanpowertotakethisoption.

Inadditiontorationalthinking,personalsubjectivefeelingsarealsoveryimportant.Thinkabouteachoptionagainandagain,thinkaboutthepossiblefutureresults,andhowdoyoufeelabouttheseresults.Someofyoumayfeelright,andsomemaynotfeelright.Youcanaskyourself:"IfImadethisdecision,whatwouldbethebestresult?Whatwouldbetheworstresult?"Thinkaboutitagain,isthereanywaytoimprovewhatmakesyoufeel"notright"Solution?Maybeyouneedmoreinformationtodispelyourdoubts,butitisalsopossiblethatyourintuitionisright,andsomenegativeresultswerenotconsideredatthebeginning.

Decideontherightplan

Ifcertainplansaredeterminedtobeinfeasibleorbeyondthescopeoftheirowncapabilities,theycanbeeliminatedfirst,andthentherestoftheplanwillbediscussed.AmericanscientistBenjaminFranklin(BenjaminFranklin)oncesuggestedagoodmethod,whichiscost-benefitanalysis.Listtheadvantagesanddisadvantagesofeachplan.Theadvantagesanddisadvantagesaregivenaratingof0to+10,andthedisadvantagesaregivenaratingof0to-10.Finally,thescoresofalltheadvantagesanddisadvantagesareaddedtogether,sothatyoucangetThetotalscoreofeachplandetermineswhichoneisthecorrectplan.Thisisthefamous"BenjaminFranklinDecisionMethod."

Actionplanandimplementation

Onceyouhavemadeadecision,youmustbedeterminedtoimplementit,andstopthinkingaboutthepreviouslyrejectedplan,sinceyouhavealreadydoneanevaluationbefore.,Weshouldfocusonthefollow-upimplementation.

Youmustdrawupadetailedactionplan,including:Whoshouldknowthisdecision?Whatactionsshouldbetaken?Whoisresponsibleforwhichactions?Andhowtodealwiththedifficultiesthatmaybeencountered?etc.Wait.TheactionplanmustcomplywithSMARTprinciplesand5W2Hrequirements,andbeimplementedinaccordancewiththePDCAcycle.

Reviewingtheeffectivenessofimplementation

Weusuallyrarelygobackandreviewtheeffectivenessofpreviousdecisions,sowecannotaccumulatevaluableexperience.Thepost-eventevaluationshouldnotbejustawrittenreport.Thereportcannotfullypresenttheactualsituationintheimplementationofthedecision-makingprocess.Itislikesayingthatitisimpossibleforustoseetheappearanceofthemountainbystudyingthetopographicmap.Somedetailsmustbeexperiencedorlistenedtothesubjectiveopinionsofparticipantsbeforetheycanbeobserved.

YoumightaswelllearnfromtheU.S.Army’sprovenAfterActionReviews(AAR's)method.Wheneveratrainingcourseorafteramilitarymissionisover,expertswillberesponsibleforpresidingasymposiumandleteveryonespeakPersonalexperienceandthoughtsofwhatIhaveencountered.Thecontentsofthediscussionareverybasicquestions,including:whichpartsareperformingwell?Whichpartsarenotperformingwell?Whichpartsmustberetained?Whichpartsmustbeimproved?Finally,theexpertsgatheralltheopinionsandserveasthebasisforfuturetrainingcourses.