By decision style one understands the way, how managers meet in enterprises or organizations decisions.

The 3 decision types after Mintzberg

Henry Mintzberg differentiates 3 types from decision styles, which in decision procedures or - processes are relevant: "“Thinking roofridge"”, "“Seeing roofridge"” and "“Doing roofridge"”.

Thinking roofridge

By "„Thinking roofridge "“understands Mintzberg the rational decision style, which is most frequently used by managers and by a clearly structured process is characterized: First the problem is looked for defined (1), its causes determined (2), next solutions (3), in order for the best alternative to finally decide (4).

This type of decision, which orients itself at facts, can lead only under certain conditions to success:

• the problem definition is clear,
• reliable data are present,
• the connections are structured,
• careful considerations are employed
• and a disciplined process is given.

A typical example is the production process, with which for all processing steps and - expirations exact defaults of planning and programming exist.

The borders of the rational decision style show up, as soon as a situation is more complex and the decision-making process runs differently, than at first expects. Approximately if decisions are to be made for the building of a new enterprise, then the decision-making process is interrupted and affected frequently by new events or solution alternatives. It pay attention that a final solution can be found even without longer analysis, by emerging by a sudden realization and being accepted immediately.

Therefore Mintzberg managers beside "„the Thinking roofridge recommends to use "“still two further forms of the decision style.

Seeing roofridge

The intuitive decision style "“Seeing roofridge"” is based on ideas, which result from creative discovering.

When the British physician Fleming saw the mold fungus, which had a germ-killing effect, this realization led penicillin the same to the antibiotic applies later also to the strategic vision. A vision requires the courage to see something to interpret and convert what others not to see to have i.e. the confidence and the experience the idea correctly.

The process of creative discovering can be divided in four stages. The preparation time, in which knowledge is gained, is replaced from the phase of the Inkubation, in which about the problem one thinks unconsciously. At the realization one can arrive thereby completely unexpectedly. The solution logically to argued and to prove causes however larger difficulties.

The intuitive decision style is effective if

• many elements to creative solutions to be combined are
• as well as solidarity and communication,
• in particular beyond the departments, to be promoted.

Application finds this type of decision frequently in the product development.

Doing roofridge

The type of decision "„Doing roofridge "“is however action-oriented, because it follows the Learning by doing principle.

Managers are therefore successful, if they gain experiences, try different measures out and only the best maintained. "„Incoming goods don"´t just think in order ton of act, incoming goods act in order ton think "“(Mintzberg P. 91). We do not only think, in order to act, but act also, in order to think. Around a new strategy to specify it requires some attempts, while a formalized strategy formation would obstruct the learning readiness by the rational decision style.

"„Doing roofridge can best be used "“:

• in a new, complex situation
• into no complicated rules exist,
• separate by simple relations between the involved ones
• Movement and active acting are promoted.

As example enterprises are to be called, which are confronted with changed technologies.

Result

Sometimes decisions oppose the pure gradual logic. In order to be effective, enterprises should consider also the intuitive or the action-oriented forms of the decision style. If manager one mix from all three aspects use, they can improve the quality of their decisions substantially.

Further decision types

In the literature further decision styles are described, which very often exhibit similarities with the rational decision style Mintzbergs. The situation is analyzed therefore exactly, in order to find and evaluate solutions. Next the best solution alternative is selected and converted by an action. The following evaluation is to show whether the problem was effectively solved.

See also

• Decision
• Decision procedure
• Decision theory

Literature

• Mintzberg, H; Westley, F.: Decision Making: It"´s emergency What You Think, WITH Sloan management Review; Jump 2001; 42,3; ABI/INFORM global pg.89
• Businessline, Chennai: Decision Making in management, June 15, 1998; pg.1
• Henderson, J.; McAdam, R.: Decision Making in The Fragmented organization: A utility Perspective, management Decision, 2001; 39,5/6; ABI/INFORM global pg.461
• Barber, S.: Navigating The Emerging Decision Making Paradigm, journal for quality and Participation, March 1995; 18,2; ABI/INFORM global pg.56

Articles in category "Decision style"

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