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Decision making is a process and it is important to know how to make the correct calculated decisions, it has been realized by many successful people that decisions are the building blocks of life. Humans can evaluate and reflect on the decision that they have made, whether it was the best decision. And knowing after the decision has been made that it still stands, there are no regrets, because it was the best decision at the given time. According to AMI survey 50% of business decisions are wrong decisions, according to a real deal statistic in critical analytics of business decision making.
It is important to focus on the process of decision making and not so much on the decision itself, when confronted with a decision. Having a handle on a clear process in decision making, allow you to improve your decision-making outcomes. Even after the decision has been made and whatever the outcome, the process of the decision making was based on a reliable facts, personal values and business interests and objective goals, and then it was a matter for a conscious selective choice from a hierarchy ladder of values.  If there are no values, then there are no objective goals for decision making and the outcomes can easily become a simple drift and flow manifestation of fatalism.
Decision making is a skill that can be improved and refined with the right, attitude, values, education and training.
Decision-making optimized with a process, there are five tools available for analyzing the decision-making process. Let me show you how you can have a competitive edge over your competition by knowing how to make the Best decisions in your own interest. One could argue that the ability to make timely and correct decisions is an important part of just about any job. What follows come from a presentation I gave to the 2015 Pilatus Owners & Pilots Association in Albuquerque, New Mexico.
I grew up in Aiea, Hawaii, a small plantation town overlooking the southern shores of the Oahu.
Brother in-law number two pointed down the hill to where the airport should have been, but was not.
I explained how two radio beams were broadcast left and right of centerline and how a radio receiver in the cockpit sampled both beams and positioned a needle on an instrument that graphically showed me the extended centerline.
And I went on to explain another set of beams were sent up on a three-degree angle at 90 degrees to the first set to give glide path information. The airplane in the foreground is my Gulfstream G450, inside of which is the most advanced cockpit in the world. They have the Honeywell Apex system, which is equivalent to what I have in my Gulfstream, something we call PlaneView.
To the non-pilot world it really is magic, being able to see through the night or the clouds to find a runway. To the novice pilot, the magic is being able to keep the needles centered when looking outside for the runway lights. But for us, we in the professional pilot class, the real magic happens in the last two seconds. Here is the view from the cockpit taken at 500a€™ above the runway, about 35 seconds from decision altitude. The airplane will announce 500, 400, a€?approaching minimums,a€? and 200, at which time we will be at minimums.
For you pilots, what you are looking for is a set of MALSRs, medium intensity approach lights with a 1,000 foot roll bar. Now, between that point and the end of the video, how many of you were thinking about Title 14 of the Code of Federal Regulations, Part 91, Section 91.175? Not only do we have to know all this stuff, we have to be able to retrieve that knowledge at a momenta€™s notice, make a decision, and act. The condition of being uninformed a€“ you can inform yourself with books, movies, magazines, and the web. I run into pilots all the time who dona€™t seem to grasp this idea, and others who learn it early on. I soloed early, was well past the stage where landings should have been an issue when I almost washed out for ignorance . I had flown five or ten solo sorties, passed my aerobatics and pattern check ride, and was getting comfortable in the airplane. Then I started flying with my instructor again, as we graduated to the navigation and formation phase .
One day I was coming back from a navigation sortie when my instructor yelled at me for landing hot. He continued to yell as I pulled up for another pattern and realized I had landed a little bit long.
I said, a€?because my instructor says Ia€™m too hot on landing.a€? He said, a€?you dona€™t know what that means, do you?a€? And he was right, I didna€™t. For example, the case of N128CM is an infamous one in the PC-12 community and for good reason. The pilot didna€™t sump fuel that would have let him know there was ice in the left tank prior to the accident flight.
If all you did, after reading this NTSB report was conclude, a€?I would never have done that,a€? you are missing a lesson that might come in handy one day.
It was certainly a case of complacency, but it was also a case of ignorance because there was information out there that would have convinced him of the need to sump his fuel. He apparently didna€™t know about the case of N666M, another Pilatus from just a year prior. That PC-12 had the same issue with different results; that pilot landed the airplane before the balance problem got out of hand.



For a non-Pilatus pilot, certainly, and perhaps for this pilot, there is a mystery as to why ice in one tank can not only accelerate the depletion of fuel from the opposite tank but can add to the fuel in the blocked tank. No matter how much time you have total or in type, you need to keep plugged in, you need to keep learning. But notice that even with the appropriate knowledge, we dona€™t always have the time for what most would consider prudent decision-making. Research Psychologist Gary Klein studied firefighters in support of the long-held notion that they didna€™t have time to weigh many options when in the heat of battle so they only considered two options.
One of the firefighters he interviewed claimed his Extra-Sensory Perception (ESP) saved his life. He didna€™t know there was a basement, he didna€™t know the fire was actually under the living room where he and his men were standing before they left.
When armed with enough experience, our brains will match the events with an internal database to select an option to react as quickly as possible.
If the decision-maker has enough experience, he or she will then simply consider if the option is feasible, and if it is, act. Note that the decision may not be the best choice, but if time is taken to come up with the optimal decision, it could be too late. This is the classic dictionary definition but medical science has come some distance since Webster thought this one up.
There is a time for rational decision-making but there are also times when you just dona€™t have the time. There is no doubt that Intuition works, but you need the right kind of experience to make it effective. In the year 2000, Southwest Airlines Flight 1455 failed to stop on the runway when flying to Burbank, California. If that is all you do when you study this mishap, you arena€™t going to get anything from it. But if you break it down into the individual decisions along the way, you might have a different opinion.
They were one of many Southwest flights landing at Burbank that day and as many of you know, the sky is crowded and ATC likes to pack them in tight all over the LA basin. On the one hand, most aircraft descend optimally on a 3 degree glide path which equates to 318 feet per nautical mile. On the other hand, that phrase, a€?follow company,a€? means the previous Southwest 737 was doing a visual.
They were cleared for the visual approach, which technically removes the 230-knot speed restriction.
Now they needed a 6A° glide path and they needed to slow down to approach speed all with only 8 nm to go.
Now they have a 9-degree glide path in front of them while still flying 60 knots faster than their target approach speed. Passing 1,800 feet they had a VVI of nearly 3,000 fpm, they were still above 200 knots, the GPWS had progressed from a€?sink rate, sink ratea€? to a€?whoop, whoop, pull up!a€?a?sSouthwest stable approach criteria are evaluated at 500 feet. I have been set up before and had to, in the end, tell approach control I couldna€™t help them out any more.
I wondered why speed was so critical when there are so many other variables, but if you throw out the things you have no control of, you end up with this formula here. Doesna€™t knowing this formula give you a better understanding of why approach speed is so important?
One day the next year I was sitting in a hotel room in Montgomery, Alabama with nothing to do until the next day when I was to fly our airplane home to Loring Air Force Base, Maine. That night I was watching TV and caught the tail end of an interview of a very distinguished looking airline pilot with a model of a cargo DC-8 on the table behind him. He had an approach speed of 145 knots, the winds were down the runway at 15, but he his ground speed was only 100 knots. After the fact, he thought that maybe he should have added that missing 30 knots to his approach speed.
The next day they released our airplane and I was pleased to see they had installed inertial navigation systems and sitting there, parked next to my knee, was an INS I could call my very own.
In the tanker world we were just starting to adopt the idea of an en route descent to a low altitude instrument procedure.
I was at 200 knots that night, on the localizer beam, but the glide slope needle wasna€™t moving. Keep in mind we had a cold war mind-set, our job was to send bombers over the north pole and that night our job was to get our airplane home. I couldna€™t put it all together so I decided to fly at the limiting speed for my final notch of flaps, which I think was 180 knots.
That was a good thing but the next thing I felt was the wheels touch ever so gently, so I pulled all four engines to idle. The next day the navigator and boom operator both admitted they thought we were dead when that initial plummet occurred.
I called the Flying Tiger Line Alumni Association and they verified it was him, Captain Jack Bliss. His story, on TV that night in Alabama, made an emotional connection and I think my obsession with ground speed comes directly from him. So there you have it, three steps to learning how to make better decisions and the secret behind each. I hope I have fed your subconscious today and that someday, when you need to make an accurate and timely decision without a committee, your time-critical decision making will save the day. Dekker, Sidney, The Field Guide to Understanding Human Error, Ashgate Publishing Limited, Hampshire, England, 2006.
Dole, Charles E., Flight Theory and Aerodynamics, 1981, John Wiley & Sons, Inc, New York, NY, 1981.


Klein, Sources of Power: How People Make Decisions, The MIT Press, Cambridge, Massachusetts, 1999. Pilatus Pilot's Operating Handbook and FOCA Approved Airplane Flight Manual (also FAA approved for U.S. Please note: Gulfstream Aerospace Corporation has no affiliation or connection whatsoever with this website, and Gulfstream does not review, endorse, or approve any of the content included on the site. What do a mathematical computation method, a Chinese philosophy, and a baseball coach all have in common? Let’s start with understanding the meaning of the phrase, “Floating Point.” In advanced mathematics, Floating Point refers to a method of representing numbers in a way that can support a wide range of values. The name “Floating Point” is also meant to convey that this is a place where I will be “floating” ideas out to you. Chinese philosopher, Lao-tzu is credited with saying, “The journey of 1000 miles starts with a single step.” Informed decision making should always guide taking that first step.
Modern day philosopher and Baseball coaching great, Yogi Berra once quiped, “If you don’t know where you are going, you might wind up someplace else.” Simple, but true. Strategic business planning is a process of creating a long term plan – a destination if you will – plotted out to achieve a set of goals and objectives for the company. As Vice President of eQuest’s “Big Data” division, I lead the Company’s data analytic group which studies the performance and trending of job postings on job boards and social media sites.
I have a long track record of successes in creating and executing on innovative HR strategies for Fortune 500 companies. Strategy and vision, though, are only as good as the execution and delivery plans underpinning them.
Making a decision implies choosing one course of action that has the highest probability of success from several alternative choices. Here at Creately, we chose to use a third party solution to complete a product that we were working on.
As flowcharting is considered to be a proven method in documenting processes, we adopted this to brainstorm, evaluate and identify the best alternative possible.
Great, check Creately for free now to see how Creately works out to be the best alternative in drawing quick flowcharts online. The creative path to a solution is found with the help of a list of ideas.  Creative decision making allows the brain to invent new links, leads, structures and concepts.
Good decision making brings in logic with intuition.  Evaluating a problem analytically, looking at it logically but these alone may not reveal the problem so creativity is needed to expand a list of ideas that open up the range of possibilities. He didna€™t have any clues; he just didna€™t like the idea of staying inside the house and ordered his men out of the building a€“ a very average house, with nothing out of the ordinary.
This is the energy you airplane has crossing the threshold and also the energy it has to get rid of to come to a safe stop. He tries to give you the facts from the source materials but maybe he got it wrong, maybe he is out of date. While the answer is not so obvious, the truth is that the powerful combination of these three form the core of the foundation of eQuest’s “Big Data for HR” division.
It will be a destination you can come to where you can expect to review the current thinking, trends, and activity related to the topics of Strategic HR and Talent Acquisition.
Having the end in mind from the outset is therefore a critical first step in any strategic planning endeavor.
With that strategic end in mind, business leaders then lay out their roadmap – building their plan of action based on their analysis and interpretation of available information.
Job #1 for me is to create the right business solutions that enable our customers to make better informed decisions and take appropriate action.
My background includes pioneering HR Technology roles while working at PeopleSoft, start-up company leadership defining ground-breaking internet based HR solutions, and building HR Technology platforms and reporting solutions for global companies.
Talking a good game is not enough in the business world In the end, it is results that are what really matters. The most difficult task in decision making involves picking the desired alternative by keeping the level of uncertainty low.
In the excitement of getting the product out, we signed up with a 3rd party service without brainstorming on the list of other available alternatives. The lieutenant sent his hose crew into the house, to the back, in order to spray water on the fire, but the fire just roared back at once. We take very large sets of real numbers and turn those into valuable insights and recommendations for our customers. As they take their first step down the path, companies must continue their review of information to validate their destination and recalibrate activities if necessary. Our data driven insights enable our HR customers to create the results their companies are relying on them to produce. I firmly believe an HR organization plays a critical, strategic role in the companies they live in. Simply stated, this blog will cover the full spectrum of Strategic HR topics -but always with an understanding that results based on data informed decisions is what drives strategic capability. But, very few decisions are made with absolute certainty because complete knowledge about the alternatives is hardly available. Ironic that the insights of a Chinese philosopher and a baseball coach frame the basic tenets of such an important business activity.
Thus, decision making involves risk taking, but the degree of risk involved varies between alternatives.



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