What do you do if your decision-making is not effective and you need to influence others?

In such situations, it is important to understand the root cause of the problem. You may want to assess if you have all the information needed to make informed decisions. It is also crucial to consider if you are allowing emotions to cloud your judgment. You may need to seek additional information or consult with experts in the relevant field to gain a deeper understanding of the issue. It is also important to communicate your reasoning and thought process clearly to others. This will help them understand why you have made certain decisions, and in turn, increase the likelihood of their support. Gather feedback from those around you. This can provide valuable insights into their perspectives.

Sometimes decisions go wrong despite having data and all the resources. some important reasons for this failure are as follows Lack of information or data :- Sometimes incomplete data affects decision-making skills. Try to complete the data from all aspects. insufficient data sometimes misses the important areas that are indispensable for decision-making. Relevant Data:- Irrelevant data is also the cause of failed or wrong decisions. Try to gather maximum but relevant data. Biases:- Sometimes some biases in decision-making affect the outcome of the decision. Analytical Skill:- lack of analytical skills is also the main cause of the failure of decisions. these are some points that need to be addressed before decision-making.

Decision making is carried out on the basis of theoretical and practical knowledge.as soon as your practical experience gains experience, your decision making ability flourished. you start to do correct decisions. continuous improvement is a life long process and it never ends.

One of the hardest things for many people is to admit that other people might know better. You may be trying to impose your ideas on others without considering theirs. You may need to be humble and let others share their perspective before deciding that you know best.

firstly it is no shame to admit it be a friendly environment among team members then your decision power will improve and results will be in your favour.

Always ask for constructive feedback! It's always better to seek advice as people can give you another point of view on things, especially if it's from a wide range of people. Ask them "why do you think it didn't work", "how can I improve it" and "how would you do that differently?"

Seeking feedback from colleagues, mentors, and friends is crucial for enhancing decision-making. It offers a fresh perspective, like holding up a mirror to your process. Constructive criticism helps identify blind spots and areas for improvement, leading to better outcomes in the future.

Solicit feedback from others and evaluate the outcomes of your decisions. Reflect on what worked well and what could be improved for future decision-making. Don’t shy away from negative feedback and take that constructively to improve your overall skills.

Anything that is not working well enough to one's desire and expectation needs assessment. If the assessment suggests that there is a room for improvement, then seeking knowledge is a necessity. Identify what you want to learn and what gap do you want to cover. Technical or knowledge gap, seek for tool, coach, mentor, institute to get what you want. The internet is your friend and can make everything easier than imagined.

Continuous learning is essential for effective decision-making. By staying updated with industry trends and understanding new technologies, you stock your toolbox with the latest tools. This ongoing process sharpens decision-making skills and boosts credibility when influencing others.

Improving your knowledge base is a critical step in making more effective decisions. This means staying current with industry trends, understanding new technologies, and continually educating yourself on topics relevant to your decisions. It's like stocking your toolbox with the latest tools; the better equipped you are, the more capable you'll be at tackling complex decisions.

Improving knowledge and skills is a lifelong journey that requires dedication and effort. Define specific goals and objectives for what you want to learn or improve. Having clear targets will help you stay focused and motivated. Actively seek out opportunities for learning and development. This could include attending workshops, courses, seminars, or conferences related to your field of interest

Clear communication is crucial for influencing others with your decisions. By articulating your reasoning, sharing supporting facts and data, and addressing potential concerns proactively, you guide your audience through the rationale behind your choices. Effective communication builds trust and persuades others to see the value in your decisions, akin to storytelling with you as the narrator.

Work on your communication skills to share your decision (however weak it is) with utmost clarity. This may include informing both the good points and the associated risks. Share the rationale and data-driven insights to convince of your perspective. Sometimes, though our decision is good, our inability to express our vision to others makes it look bad/weak/wrong.

Flexibility in decision-making is crucial for adapting to uncertain situations. It involves adjusting strategies based on new information or changing circumstances, akin to a pilot altering course in response to shifting winds. This agility enhances decision quality and showcases adaptability to others.

I find helpful to remember Eisenhower's reflection that "plans are worthless but planning is everything". Sticking slavishly to the intial plan is usually not a good idea, especially in a world as complex, fast and connected as the one we live in. But planning is still useful, because it gets us to think about what matters, and enables us to adjust our approach effectively in the face of disruptions. Adding one touch of strategic foresight and cybernetics on this: while it's important to be *responsive* to changes, you can also be *proactive* in mapping out what changes are coming (e.g.: new technologies, climate change, new regulations,...) then work out what your response should be and feed it *forward* to stay ahead of the curve.

Two key things to consider here: 1. a shift from thinking about "leaders" (as people) to thinking about "leadership" (as a property of the organisation) to steer organisations through change and 2. when and how to engage stakeholders effectively On 1. :I recommend reading "Re/defining leadership in the 21st century" by the Australian National University School of Cybernetics On 2. :S. Arnstein's "ladder of stakeholder participation" is a good heuristic Lastly, I would push back on the conductor metaphor. While I like it, it also erases a lot of the dynamics and change that exist in the real world (i.e.: the orchestra plays a known, well-rehearsed piece, in mostly controlled conditions). What metaphor would you use instead?

Cada decisión que se toma tiene que tener en cuenta los principios del presente, de manera equilibrada. Estos principios son tres: Origen, Impulso y Trascendencia. El Origen hace referencia al "de donde venimos", como son nuestro aprendizaje, las experiencias anteriores, ajenas y propias, o las personas que hemos tenido como referentes. El impulso hace alusión al momento presente, al contexto actual, a nuestras necesidades y a enfocarla para que nos provoque la mayor satisfacción. La Transcendencia refiere a las consecuencias futuras de la decisión. La decisión que tiene demasiada carga de un principio rompiendo el equilibrio con el resto, puede que nos resuelva la situación de manera puntual, pero no será la mejor a largo plazo.