1 / 11

The Art and Science of Decision-Making

The Art and Science of Decision-Making. April 28, 2014. Robert S. Duboff Robert.Duboff@hawkpartners.com 617-576-4701. How Facts/Data Can Add Value to Decision-Makers. Information Ideas Recommendations Options/Alternatives Framing/Models Trends.

teddy
Download Presentation

The Art and Science of Decision-Making

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Art and Science of Decision-Making April 28, 2014 Robert S. Duboff Robert.Duboff@hawkpartners.com 617-576-4701

  2. How Facts/Data Can Add Value to Decision-Makers • Information • Ideas • Recommendations • Options/Alternatives • Framing/Models • Trends

  3. Anticipated Use of Information in Decision Use of Information Lamp Post Shed Light/Insight Art View of the Information Science

  4. Variables on Communication • Ethics • Visibility/transparency • Clear accountability (individual vs. group)

  5. Persuasion (per Aristotle) • Credibility • Rational • Emotional

  6. Decision-Making Situations for Persuasion • Winner take all • NegotiationOR: • Focus on process instead of outcome?

  7. Negotiation Styles – Two Basic Forms • Position-based Negotiation • A me vs. you method of negotiation • Based on each side taking a position and holding to it as best they can • Principled Negotiation • A collaborative method of negotiation • Based on merits and interests

  8. Position-based Negotiation • Two sides take a position and a counter-position • Information exchanged between parties is limited and often needs to be found through other means • Offers are exchanged until someone accepts or walks away

  9. The 4 Principles of Getting to Yes (principled negotiation) • Separate the people from the problem • Focus on interests, not positions • Invent options for mutual gain • Insist on objective criteria

  10. Leverage your “BATNA” • BATNA stands for Best Alternative to a Negotiated Agreement – essentially, what is your best alternative if you decide to walk away • Knowing your BATNA helps you understand your degree of leverage • Knowing both your and the other party’s BATNA can definitely define your degree of leverage • It is generally in your interest to clearly reveal your BATNA if you know it is a strong one, especially if you know it is stronger than their BATNA

  11. Planning • Negotiations consist of a series of discussions • Preparing for those discussions greatly improves any negotiation • Planning includes both preparing your own case and anticipating the other party’s “game plan” and how you might effectively respond • Key is to think through framing, questions and the others involved • Project yourself • Use stereotypes/narrative • Infer from actions Source: Mindwise, Nicholas Epley.)

More Related