Re: [cp] Why making the decisions the right way is more important than making the right decisions
Thank you - very, very interesting article.
Immediate comment: I think there are differences between "big" and "small"
The work of Gary Klein focused on "small" decisions (e.g. those made by
firemen, nurses, policemen in the heat of the moment) - where time is
limited and the focus is on speed, decisiveness & expertise.
What are described here are "big" decisions - with typically much longer
timeframes for coming to agreement and the decision-making environment may
be more complex.
One issue is that senior decision-makers cut their teeth on small decisions
- and then find themselves having to make big decisions as they go up the
ladder - and do not change their decision-making toolset in the process.
Absolutely agree that process can be as important as output for these
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[cp] Why making the decisions the
right way is more important than
01/10/2005 06:02 making the right decisions
Please respond to
I read this article (below) today and immediately started thinking about
intersections among CoPs, managerial style and organizational culture...
"Many managers disdain "process" - organizations that put a premium on "the
way things have always been done around here" over those that champion bold
and rapid decision making. Ironically, as this author states, making the
right decision is less important than focusing on how the decision is made
the process. In a compelling argument he makes the case that examining how
decisions are made, rather than the decisions themselves, will lead to
"There's nothing so practical as a good theory" --- Kurt Lewin
Blog on CoPs: http://gionnetto.blogspot.com/
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thanks for your answer. I was waiting to see if there were more
comments, but it seems that everybody agrees with your assessment :-)
--- In email@example.com, Matt Moore <matmoore@a...> wrote:
> I am sure that Rory Chase (owner of the KNOWNetwork & the MAKE
> fill you in on this if you contact him directly.
> But IMHO the MAKE awards are a popularity contest. They are useful
> they raise the profile of KM but actually getting on the list is
> on whether a book or article has been published about your
> a guru is associated with it.
> IBM had Larry Prusak & Dave Snowden which gave us some profile. I
> IBM currently sits at the top. Does that mean that we are best in
> at KM? Well, it's equivalent to saying that because Britney Spears
> pop charts, she is the world's best singer (N.B. I have great
> respect for both IBM & Britney).
> The MAKE awards may be less useful in that they encourage everyone
> at these big organisations and emulate them. And KM very much needs
to be a
> home-grown affair. If you are a small retail business of 100 people
> IBM's example can offer some insights but it is important to
> their limits.
> If you want to win a MAKE award then you have two options:
> 1. Publish a readable book about your firm's KM activities.
> 2. Bribe the judges.
> I probably erring on the harsh side here and would welcome more
> views of MAKE. I wonder if they have particular value by giving
> to organisations in developing markets.
> uez@y...> com-
> [cp] MAKE
> Please respond
> After lurking for several months, I felt that it was about time to
> Anyway, I'm hoping that you'll be so kind to share your impressions
> on the MAKE award; what impact does it have in the world at large,
> convoluted is the process to go for it, what kind of documentation
> available on best practices from the winners and the like.
> Thanks in advance!
> Eduardo Rodríguez
> Principal Consultant
> Practia Consulting
> *-- The email forum on communities of practice --*
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