果断决策7个小技巧
(2009-05-04 13:44:02)
标签:
杂谈 |
Here are my 7 Tips:
- One Decision at a Time. Do not lump several decisions into one. Break them apart and isolate them so that the team can address them individually. This will narrow the focus of any objections raised so that the discussion is manageable and can be concluded quickly.
- Be Transparent. Hold discussions in the open, either in person or virtually. Successful organizations put decisions in the sunlight. Closed-door agreements can fuel speculation and inhibits the group’s ability to buy-in to the agreed upon direction.
- Give the Facts. Be proactive about gathering the required information in advance. Data-driven decisions go smoothly and avoid injecting emotion which will muddle the process. People need data, whether it’s research, budgets, timelines. Provide so they don’t have to come back and request it later.
- Minimize Participants. Include people on the decision that need to be there. If others have an interest, you can copy them but don’t invite them. Ask yourself if a person’s objection would stop the project. If not, then don’t include them.
- Subtract Words. Use the fewest words necessary to convey the proposal. Your team will absorb the scope, but extraneous details will dilute the message and might distract from your main objective.
- Be Clear What “Yes” Means. It sounds obvious, but when creating a proposal, create a proposal. Request in a crisp way and use actionable language. This is a common mistake. Add focus and formality as needed in the Subject line and in the message itself. Don’t say “let me know what you think” when you mean “do you approve this project.”
- Record the Decision. Seems simple but is hard to do, especially in email. There is a reason boards of directors keep minutes. People will take the decision seriously and will abide by it if they know it is saved in a place that is public. Think about a document or folder on an intranet or on the web where the agreement is recorded. Even if it is not referenced, the simple fact of know it exists will create peer pressure and accountability that is powerful.
- 每次只做一个决策。不要把很多决策归结在一起.把每个待决定的提议都单独整理出来,那样就可以针对每一个提议独立讨论.这样还可以在有反对意见的时候缩小讨论的范围并且很有效的控制讨论和快速的总结.
- 保持决策过程的透明.让你的讨论过程更公开,不管在真实或网络环境下. 成功的公司会把决策公示给每一个人.背地里的协议只能激化猜测并且抑制团队在整体方向上的协调能力.
- 摆出事实.尽可能多的预先收集所有必要的信息.以数据作为根据的决策更为稳妥而且可以避免由个人情感因素而引发的决策过程中的混乱.
- 尽可能减少参与者.仅邀请决策中必须涉及的参与者.如果其他人表示出兴趣,可以将结果抄送给他但绝不要邀请他参与讨论.可以设想某个人的反对意见是否会影响到决策的结果,如果不能,就不要邀请他参与决策.
- 精简的语言.用最少的文字来表达你的提议.团队就会专注于某个范围内的问题,要不然那些无关的细节会模糊你要传达的信息还可能让你偏离主要的目标.
- 明白”决策”的含义.这点很明显,但当你要提出一个提议的时候,确保它是有意义的.将你的提议用可执行的语言表达清楚.这里经常会出问题.在你的标题和内容里增加需要表达的问题焦点并且使用必要的形式.当你想询问”你是否同意这个项目”的时候千万不要用”告诉我你是怎么想的”这样的描述.
- 记录决策结果.看上去简单但实施比较困难的一步,特别是在电子邮件中.高层管理人员之所以遵守时间是有原因 的.当人们了解到某个正式的决定被存放在某个公开的地方的时候,人们就会迫于压力去遵守它.试想如果有一份保存在局域网或者网络上的协议.也许他并不在你 参考的范围之内,但是仅仅知道它的存在就会使你有一种强大的压力和责任感迫使你去遵守它.
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