3.2 Reframing Techniques
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The Japanese believe that there are four types of managerial time:
• “Operational time” – the time necessary to correct yesterday’s errors;
• “Strategic time” – the time needed for future;
• “Innovative time” – the time needed to become more competitive tomorrow; and
• “Kaizen time” – the time needed for continuous improvements that ensure that we will have a tomorrow.
The careful assessment of my thinking time reveals that I spend most of my thinking time in the innovative time. Ian currently running my on business and as a result I’m always thinking “strategically “, planning on current projects, on how to improve myself and my service offering to sustain my current business and to remain competitive in future. The results I received from identifying where I spend my thinking time, complemented my understanding of my learning approach as well. The results have also highlighted my areas of improvement where I need to restructure my time. I believe I need to invest a significant amount of time in the “Innovative” and “Kaizen” category, seeking new approaches and creative deas to limprove and eap-frog my competitors.
Although it is true that cognitive bias plays an important role in influencing our decision making or problem solving. Different decisions will accentuate particular types of cognitive bias. For the purpose of this essay, I will refer to the four basic forms of cognitive bias as applied in assessing my own biases in decision making:
The Business plan on Case for critical thinking: A flood of decisions
1. What information sources (or potential information sources) could have been used to assist with the decision-making process for Wivenhoe Dam in this case? Potential information sources that could have been used to assist with the decision-making process for Wivenhoe Dam -SEQWater -Sought advice from Water Grid Manager -Water Commission -DERM (Department of Environmental Resource Management) ...
1. Prior hypothesis bias – making a decision based on past beliefs even when new evidence shows that those beliefs are incorrect.
2. Representativeness bias – generalizing from a small sample.
3. Illusion of control – overestimating one’s ability to control events.
4. Escalating commitment – refers to continuing to commit resources to a project even when receiving feedback that the project is failing.
I became aware that I usually bring my own previously formed beliefs and hypotheses into decision making. This is also linked to my learning style whereby I analyse and reflect on issues based on experience while trying to resolve a current problem.
Problem-solving and decision-making:
Problem-solving and decision-making:
The problem-solving and decision-making process stages are:
1 – Defining the problem:
In-depth study of the problem to find out the details and background, and highlights the collective participation in determining where the problem is more prominent and mature individual effort, because the ability of the individual, not being able to take the circumstances of the problem unlike collective effort.
2 – Defining the target:
Select what you want to achieve and to avoid any mention of what it intends to follow in order to reach this goal.
3 – to identify alternatives:
This refers to the stage of investigation and inspection, different solutions to solve the problem that was diagnosed accurately and should bear the administrative greater number of alternative solutions in order to ensure not falling into the error and select a suitable replacement.
