Marcia
Blenko (2010) provides information on how to increase organizational
performance through effective decision making.
According to Blenko, when employees feel their input is valuable and are
active in influencing business operations they are able to provide high
quality, time sensitive, well executed decisions with balanced effort. The four elements of quality, speed, yield
and effort encompass much of the effective decision making process, however
three key elements are worth mentioning. Those elements would include decision making
that is ethical, self-reflective and based on forcasting. According to Theil et al (2012), “Reflecting on
prior experiences aids in accurately and completely making sense of an ethical
situation…leaders might also benefit from making future assessments, or forecasting”(
p. 56). Moreover, Brown (2011) has found that, “Almost every
organizational decision involves ethical questions, such as how people should
treat others, conflicts of interest and so on.” (p. 90)
In
my personal experience, those decisions which provided the greatest level of
outcome were not the decisions that were half-baked or lacking significant
critical thought. For example, when my
medical team and I decided it was appropriate for me to continue in the MSLD
program at Embry-Riddle, it was with an understanding that I would need to be
based in an online platform with flexibility due to my illness. It was a decision based on the reflective
thoughts in my past where I knew I needed to continue growth, even if it is at
a rate that is slower than I previously would have expected. I knew that the benefit of pursuing the
degree despite the health obstacles faced daily would be worth it in the long
run. By holding on to the hope of
rolling across the graduation stage, I am able to provide clear goals and
direction, combating the ever present danger of falling into the depressive
state that often accompanies those with physical or cognitive impairments.
In
the corporate world, decision making can be much more difficult than in a small
group setting. Bureaucracy and ambiguity
of job structures and organizations have increased complexity and decreases
clarity over decision making responsibilities. The behaviors of those within
leadership positions may not support decision making in the employees and
stifle the vocalization of diverse views.
The
take away message learned from the information provided by Blenko, Brown and
Thiel et al is that leadership is full of decisions. In order to provide the company the greatest
return during the decision making process, it is critical to invest in the
engagement of employees. Others need to
realize how their voice is not only heard but considered in the decision making
process. This is something I will be
more aware of as I go into meetings with key policy makers and legislators that
are effecting change in the state of Florida regarding legislation for persons
with physical, emotional and behavioral impairments.
Blenko, M. (2010, October 13). How Companies Can Make Better Decisions, Faster. Retrieved June 13, 2016, from https://youtu.be/pbxpg6D4Hk8
Brown, D. (2011). An
Experiential Approach to Organizational Development. Upper Saddle River, NJ,
Prentice-Hall.
Thiel, C., Bagdasarov, Z., Harkrider, L., Johnson,
J., & Mumford, M. (2012). Leader Ethical Decision-Making in Organizations:
Strategies for Sensemaking. Journal Of Business Ethics, 107(1), 49-64.
doi:10.1007/s10551-012-1299-1
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