Decision-making and Valuation. Methods, Models and Theories

	§ Georg (Deutschland)	Forget it!	"I doubt if this going to work for most firms. Most top managers are too proud, heroic or even arrogant to organise criticism on their decisions, although I can see there might be benefits for their firms and themselves."
	§ S Ramanathan (India)	Decision Making	"Decision making is a complex process. It calls for a judicious selection of one of the several alternative courses of action by applying an appropriate management accounting technique."

	§ Ed (USA)	Gut Level Values	"This was from Morris Massey, available from CRM video, it is 2 1/2 hours long, he was a consultant and professor from University of CO...and in the 1980s this was the landmark stuff on values, recognition and teambuilding!! I think the models all have a place, but recognize that most corporations are demanding decisions and a hurried exec may not have time to consider their process let alone all the parameters of a decision. That is why they need us OD types ....to slow them down to a more systematic, conceptural process-driven behavior! BTW I am ENFP....lol"
	§ jan.hann (usa)	Morris Massey	"He also has a new video - available from Carlson Learning"

§ Leo1 (NZ)	Decision-making	"I agree it's about gut feel and knowing your Values."
§ Brendan Dunphy (France)	Gut feeling Approach	"And how do you think Dale we develop our 'gut feeling approach'? It may seem that it is instinctive but in reality it has developed over time and as a result of much conscious and unconscious self-analysis, observation, questioning etc. To deny 'rational decision-making methods' for managers (or anyone else) can only serve to lessen our ability to make better decisions 'instinctively' when we need to."
§ Paul Ward (USA)	Rational decision making!	"I hope I never work at a company that believes only in gut feeling approaches to decision making, and eschews rational decision-making models. One of the key contributions of management theory, and Kahneman's work, is that we can know our biases at some level, so that we can make better decisions. Complexity isn't just about things being complicated. It's about how something qualitatively different from the basic dynamics of the system emerges from that system. If a manager just stays within the system and never looks at what is emerging, and why, that manager is, as they say, toast. I'd be very interested in seeing Barbara's and Dale's Myers Brigg Scores. MBTI is a perfect example of identifying biases ..."

Decision-making and Valuation.