Janson Strategic Decision Making

Incl. Bonus - How we decide in cognitive behavior, how managers & organizations learn to improve a decision making process, concepts, priority setting & problem solving
8. Auflage 2026
ISBN: 978-3-96596-067-1
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because in today's business world, learning to make good, even exactly right decisions and set priorities is essential for personal advancement and the success of the company. And yet, all too often decisions are made from the gut rather than gathering important information or understanding how decision-making processes actually work. This book shows what to look out for in strategically important decisions and how to make them intuitively correct.
Knowledge that makes a difference, independently documented by its own Wikipedia entry: With its 'information on demand' concept, the publishing house has been successful for over 20 years and has received numerous awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
The goal of providing you with the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive book not only imparts expert knowledge but also allows you to ask individual questions and receive personal advice.
In doing so, expertise and technical innovation go hand in hand, as we take the responsibility of delivering well-researched and reliable content, as well as the trust you place in us, very seriously. Therefore, all texts are written by experts in their field. Only for better accessibility of information do we rely on AI-supported research results to a limited extent to make information easier to find, which assists you in your search for knowledge.
You also gain extensive premium services: Each book includes detailed explanations and examples, making it easier for you to successfully use the consultation services, freeky available only to book buyers. Additionally, you can download e-courses, work with workbooks, or engage with an active community. This way, you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and successes tangible.
That's why, as part of the reader community, you have the unique opportunity to make your journey to personal success even more unforgettable with travel deals of up to 75% off. Because we know that true success is not just a matter of the mind, but is primarily the result of personal impressions and experiences.
Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

Productive decision: through structured thinking to success
// By Simone Janson

Decision-making is an important success factor in working life and time management. But many people find it difficult to make decisions. Find out how to do it.

Decisions make life complicated

Let's start with an example: Mr. T. manages a small craft business with eight employees. He realizes that his calculation is wrong: something has to change. Either he has to serve or save more customers. He does not lack customer inquiries. Often he has already rejected requests because he could not handle so many jobs at once. If he invests in new technology he may be able to accept more orders. Or he hires new employees. But actually he does not want to have so much stress. Maybe he can save somewhere? So Mr. T. ponders back and forth and comes to no right result.

Occasionally, you may also be like Mr T: you are faced with bigger and smaller decisions that no one can take away from you and unfortunately you have to make decisions all the time. Some are easier for you, others can rob you of sleep. For some you have time for months, others you have to meet under time pressure. Some of your decisions have far-reaching consequences for which you are responsible - not just for yourself, but for your family as well. Making decisions is one of the toughest tasks for many people. Precisely for this reason, above all, you should carefully and systematically rethink important decisions. Best in writing. In fact, this simple method is too cumbersome for many people. But you decide more easily when you have everything visually in front of you. Learn the techniques for it.

Beware of decisions under time pressure

You would like to get involved with it, but you do not have the time? Research shows that wrong decisions made under time pressure can cost companies millions. So if you think you do not have the time to make a systematic decision, then you should include decision making in your schedule - after all, you're the boss.

Depending on the form of the day or the complexity of the decisions, your approach is different. Once you decide spontaneously from the stomach, because you have the necessary experience, another time you analyze everything. Pure abdominal or head people hardly exist, so do not plug yourself in these drawers, but be open to new approaches. You can learn to make a good decision even under time pressure. First, you have to work out the techniques. Of course, this will take time. But think about how much time you lose in your current decisions and what you could do better - the checklist below will help. Over time, such well-trained decision-making techniques in your mind will automatically expire and you can make better, faster, and more successful decisions.

Checklist: How do I handle my decisions so far?

• I often ponder fruitlessly. I should visualize my thoughts in writing.
• For many problems, I do not know where to start. Best step by step.
• I like to post heavy decisions, see everything too negative or block myself in another way. I should find out what exactly is blocking me emotionally.
• Often I hardly have time to think well. I have to learn to deal with time pressure.
• I can not think of any alternatives. Creativity techniques can help here.
• I often need more information and should therefore research it.
• I constantly think over consequences and alternatives - without result! I should therefore calculate this time so that I come to a concrete result.
• I do not implement many decisions and should be more consistent.

This will help you to make an optimal decision in five steps

They make every decision within the framework of certain specifications. These are fixed and can not be changed. Here's how to make the best decision in five steps.

Step 1: Make the frame clear

Your framework includes circumstances that have been there before and that may make your decision necessary (such as your company's economic problems), as well as guidelines such as the period during which you must make your decision and the goal that you are not to lose sight. The framework also includes personal factors such as your character traits and personal experiences that influence your decisions unconsciously. You know best how your character is laid out. If you remain largely loyal to yourself, then you can also represent your decision to yourself and others. Once you have determined what are the factors that are invariable in your decision, then you need not think about it during your decision-making process: That's it!

Example: As a self-employed person at the end of April, you realize that your company has hardly any money left and that you know that you are up to 10. June quarterly tax advance payment. This date is fixed. All you have to do now is decide whether to invest time in new acquisitions or save money on time to pay the tax office.

It is important that you record your personal specifications in a clear scheme so that you have a clear idea of what is going on throughout the decision-making process. For example, visualize your decision-making frame as shown in the sketch below. Ask yourself honestly: Which conditions are given unchangeable? How should the result be? But also: Which factors are indispensable for me personally? That could look something like this:

External factors

• I need more money
• I have to decide in two weeks
• I like to decide analytically-rationally
• I'm more about safety than risk

Personal factors

- ...

Step 2: Overcome blockades

Every day you have to make changes with your decisions. It is perfectly normal that you sometimes become uncertain of a decision: giving up can make you feel unsure. In such moments do not simply suppress your feelings, but write down what fears you have before making a decision. But also stick to it, if you are particularly euphoric before a decision: Because: Even positive feelings can "obscure" your decision, if you judge consequences too optimistic. It is important that you get as complete a picture as possible of your emotional situation with respect to the get pending decision. Analyze these feelings then: What is behind it? What blocks you in your decision. Only the analysis allows you to deal rationally with unpleasant emotional influences. The following overview shows you which arguments you can use to convince yourself in typical blocking situations that this point of view does not help you.

Typical obstacles to decision

You can do that

Stress and time pressure: I have to decide immediately or very quickly.

Take the time you need. You can find out how to do that below.

No-No-Say: I want to make a decision that everyone is happy with. I do not want to upset anyone.

You can not please everyone. Consistently make your own decision that you can stand up to. You can then sell better. If you can not say "no," read more tips on the topic.

Escape: I do not know any solution, so I avoid, for example, by switching the customer who urges me to make the decision.

So you do not solve the problem, but probably even take it into the new situation. If you change customers every time, if you can not decide consistently, you will not succeed.

Complexity: I do not know where to start.

Split your problem into sub-problems that you solve one after the other - so it's less complex.

Self-image: I hate having to make such decisions.

You have often and successfully like decisions of this kind, so the negative statement is unfounded.

Deferment: The problem will be solved by myself, if I wait!

Any postponement is already a decision - for postponement. Take responsibility, make an appointment yourself! More about it above.

Weggablung: There are only two ways.

In many situations there are several alternatives. Search and find her. More on that below.

Pessismism: I want to include everything that could happen in my thinking. Soon, however, I will concentrate only on the problems.

You speculate! You are also looking for positive consequences. If that does not help, do the opposite: exaggerate your pessimism until it looks absurd and ridiculous.

Inflation of meaning: the decision is irrevocable or vital, all or nothing!

Most decisions, even if they seem so grave at the moment, can still be corrected later.

Perfectionism: I do not want to make a mistake and show no weakness.

Everybody has mistakes and weaknesses. Admit your own. And be aware of the positive aspects of a possible wrong decision: what is your great opportunity to learn from it for the future?

However, the most common decision blocks in today's working life are stress and time pressure. You therefore deserve a closer look. You probably know that too: Your boss wants to finish a project until the day after tomorrow, but you have another, equally important project on the table. But in many situations, the time pressure is less than you think at first. For example, you can talk to the customer and ask for an extension. In such cases, customers...