Data for better decision-making can provide a huge step in improving our lives. The following video shows how Doctors (huge egos) have come to accept data to improve their decision-making for patient care.
It is very hard for powerful people to accept the fact that maybe, just maybe their decision-making could be improved by looking at the data. This goes beyond the medical field into every aspect of our lives.
Dr. Jim Anderson talks about the importance of good judgement in his youtube video entitled, #1 Skill for Product Management.” He goes further by breaking this skill into 3 parts.
Exercising good judgement in picking the people to be on your team is the first part. The people on your team will certainly be critical for a leader in any management endeavor, not just product management.
Back in 2006, I was working on adding humor to my Decision-Making presentation featuring perspective, a key aspect of decision-making. The development of an effective presentation is an ongoing process and should include testing of new material and replacing less effective material with more effective material. The above video shows me testing some different approaches to my presentation at the Cleveland IMPROV. A video was created the night of my performance and after a quick viewing, it was relegated to my files.
“Tackling Complexity is a new book by Gilbert Probst and Andrea M. Bassi. It is published by Greenleaf Publishing and they provided the book for review. Initially, I was excited as I have read a number of books about decision-making and even wrote my own, “Taking Aim for Better Decision-Making”.
Sadly, I wasn’t very far into the book until I realized that there is a huge difference between how ivory tower academics approach decision-making and how every day practitioners approach decision-making.
Probst and Bassi suggest that, “our decisions often fail” but they fail to recognize the magnitude of the problem as reported by Paul C. Nutt in his book, “Why Decisions Fail”. After 20 years of research, Nutt came to the conclusion that, “decisions fail half of the time”. This is a huge problem that deserves our attention and practical approaches that will improve outcomes.
Probst and Bassi give lip service to the idea that there is a difference between complicated systems and complex systems wherein there are often dynamics beyond our control. They then proceed to explain their systemic approach which is highly analytical and top end driven.