For many people, making decisions are important in life is a certain fear or at least uncertainty, if you choose incorrectly. When it comes to deciding an occupation or a course, this process is fraught with uncertainty, because we know that this election will mark our way of life and because we 
aware that we are deciding our future careers and life.
Take a good decision is to map the objective to be achieved, gather all relevant information and take account of the preferences you have to make that decision. If we do this properly, we must be aware that a good decision is a process that takes time and planning.
So the only way to make good decisions is through the application of a good procedure, or decision-making model, which will save time, effort and energy. Most authors agree six criteria to make an effective decision and highlighted as:
• Focus on what really matters.
• Conduct the process in a logical and coherent.
• Consider both the subjective and objective factors and using a structure of analytical and intuitive thinking.
• Collect the necessary information to choose or select.
• Collect the information, opinions, etc ..., that have formed around the election.
• Be direct and flexible before, during and after the process.
THE DECISION MAKING PROCESS
The need to make quick decisions in an increasingly complex world and continues processing, can be very disconcerting, unable to assimilate all the information necessary to make the right decision. All this leads us to believe that the decision is a mental process, which carries in itself the following steps:
important thing is to adopt a proactive approach to making decisions, that is, we make our decisions without waiting for others to do for us, or to be forced to do so.
• Identifying the problem: we have to recognize when we have a problem to find alternatives to it. In this first step we have to ask, what is there to decide?
• Problem analysis: In this step we will determine the causes of the problem and its consequences and to gather as much information as possible about it. This time the question to address is, what are the options?
• Evaluation and study of options or alternatives: here we have to focus to identify possible solutions to the problem or issue and its possible consequences. We must ask, what are the advantages disadvantages of each alternative e?
• Selecting the best option after analyzing all the options or alternatives, we choose the one that seems most convenient and appropriate. We watch as this is implied in itself a decision, this time we ask what is the best option?
• Implement the action taken: once we made the decision to implement it and monitor its evolution. Here we reflect on the decision is it correct? • Finally
evaluate the result: in this last phase we have to consider whether the issue is resolved as provided by analyzing the results to modify or reconsider the process in the aspects necessary to achieve the intended purpose. At this stage we ask ourselves the decision produce the desired results?
important thing is to adopt a proactive approach to decision making, that is, we make our decisions without waiting for others to do for us, or to be forced to do so.
THE RATIONAL DECISION MAKING MODEL
1. Investigate the situation. 1.1. Define the problem
1.2. Diagnose the causes.
1.3. Identify the objectives of the decision.
2. Develop alternatives
2.1. Find creative alternatives
2.2. No evaluation yet.
3. Evaluate alternatives and choose the best.
3.1. Is this viable alternative?
3.2. Does it represent the alternative a satisfactory solution?
3.3. What are the possible consequences for the rest of the organization
?
4. Implement the decision and monitor it.
RATIONAL MODEL IN PERSPECTIVE
The model raises the impression that people are a supercomputer. However, it is known that managers must make decisions within the narrow limits of time and with less information than they would like.
As humans we are subject to limits when applying the mind to face the world.
three concepts have emerged that help managers to put the decision in perspective.
Limited Rationality. must be addressed to inadequate information regarding the nature of the problem and possible solutions, the lack of time and money to gather complete information, the inability to remember large amounts of information and the limits of their own intelligence. Conforming
. Instead of seeking the ideal or perfect decision, managers often settle for one that will serve adequately for their purposes.
Heuristics. People rely on heuristic principles, or rules of thumb, to simplify decision-making.
When making decisions, three
heuristics are presented over and over again:
Availability. Sometimes people judge the probability of an event compared with their memories. In principle, it is easier to remember events that occur frequently. Therefore, the events that are more "available" in memory, presumably, more opportunities will occur in the future.
Representativeness. People also tend to determine the likelihood of actually trying to equate it with an existing category.
Anchors and Settings. People do not take decisions out of nowhere. Generally start with an initial value or "anchor" and then adjust that value to reach a final decision.
TYPES OF PROBLEMS:
Well Structured Problems.
direct problems, family, easily defined
ill-structured problems.
New problems for which the information is ambiguous or incomplete
.
types of decisions: Decision
Scheduled
A repetitive decision that can be handled through a routine approach. Usually carried out through procedures, rules or policies systematic.
Procedure.
interrelated series of sequential steps that can be used to respond to a structured problem.
Rule.
explicit statement that tells managers what they should and should not do.
Policy. Guides
that establishes parameters for making decisions.
Decision No Scheduled A repetitive decision that can be handled through a routine approach. Usually carried out by procedures, rules or policies systematic.
Techniques for group decision making
Brainstorm. Nominal
.
Delphi.
Electronics.
Errors in decision making
Finally once seen the various steps and elements we have to take into account in the decision making process, we relate the possible mistakes or errors in which we incur in the way of making decisions, among which are: This whole process of making decisions must be assumed with Risk porque toda decisión lo conlleva, y aunque haya sido planificada y planeada cuidadosamente en todas sus alternativas, toda elección comporta en si misma un riesgo.
Errores en la toma de decisiones
• No realizar un buen estudio de la situación. Falta de información. No data are available.
• Lack of decision because it does not possess complete information. Perfectionism and maximalist.
• Trying to address the symptoms rather than causes. Favoring precipitation and superficiality.
• Delay on decision for fear of making mistakes. Extreme meticulousness causing the postponement of the decision.
• Constant change of priorities. Definition. Lack of goals.
• Decisions extremely fast, almost compulsive, to end "the
before" with the problem.
• Consider only the first alternative available.
pose problems only yes or no.
• Deciding between the alternatives by "intuition" unprocessed criteria. Intuition, nothing more. Hunches. Impressions.
• Absolute accommodation to traditional or conventional criteria for making decisions.
• Trying to solve too many problems and making many decisions simultaneously.
• Lack of anticipation of risk. Lack of foresight. Lack of imagination.
Pilar Martínez Clares
Professor in the Department of Diagnostic and Research Methods in Education, University of Murcia
Types of Decisions
Sooner or later we have to face making a decision, that no little people is a painful process because of fears of deciding the wrong way and fail.
The worst decision you can make is not taking one, as it disables us, slows us down and we were not allowed to continue, in a world as competitive and constantly changing, the worst thing we can do is freeze and resist change.
Sometimes it is not easy to make the best decision, so I present some tips, there are two factors to take into account when deciding the event that the decision will affect and the likelihood of success or failure.
first thing to keep in mind is what will affect our decision (event) and the potential for the desired result (probability)
have basically are three types of decision:
of risk when the event is known known chance of success.
of uncertainty for an event known but with unknown chances of success.
of ignorance, for an unknown event with unknown possibilities. Quickly
rvamos obsessed in the three types of decisions there is no assurance of success, always involving a probability, we will be in the hands of fate (a devaluation, rallies, weather, etc..), the important thing is to reduce the probability to a minimum.
risk decision is the most reliable, because it assumes that the probabilities are analyzed more frequent incidence of either success or failure, this is what we call a calculated risk.
When a decision is uncertain, it is usually when we are launching new products or services, or go to new markets, the fact is that whether a product or a market, there is no reference in consumer behavior on the ( keeping in mind that a proposal within the company can also be considered as a product and market), usually in these kinds of decisions the risk is proportional to the reward.
ignorance decisions must be absent from our administrative process, because we are playing Russian roulette with our management and if they were to succeed it must always random.
As you can see there's a margin of error in making almost any decision, but to the extent that we process information and know and use, the margin of error is decreased.
When the chances of success are low, may be a sound decision not to continue the project until collect the minimum information necessary to continue the decision profile of risk, but do not confuse this event with stop for passivity, resistance to change or fear definitely is not the same as deciding that no, not to decide.
So once you have reviewed the events and the chances of success, make up your mind to decide!
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