C_A632.3.4.RB - Reflections on Decision Making
“ Frames impact people’s thinking through abridging issues” (Hoch, Kunreuther & Gunther, 2001). Through streamlining issues, people are capable of seeing things as they would want to see them. However, individual frames may appear inaccurate on different grounds. Because of myopia in decision-making, people fail to make decisions as they should because of wrong structures or failure to think outside the box. In most instances, people become victims of “framing traps,” which is risky in the decision-making process. Below are the three ways of controlling individual frames.
The first approach for avoiding “framing traps” is through “seeing frame by conducting frame audit” (Hoch, Kunreuther & Gunther, 2001). Because frames are always invisible to most individuals, people must learn ways of surfacing their frameworks to manage them. In the process, it is vital to understand other people’s frames. For instance, when I was moving to a different department, my supervisor asked me to recommend any individual who would replace me. I already knew I had to choose from a person who is within the department that I work. I suggested the guy who works very closely with me who understands the kind of task that he was to tackle. I believed that this decision would impact the organization positively because I had seen past my frame.
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The second approach is through “identifying and changing inadequate frames, which requires that an individual considers the effectiveness of the current frame” (Shirkani, 2014). One must further consider his/her reference point and fundamental assumptions when making individual decisions. An instance was when I was an accountant at a college in my community. I had to figure out the money of funds for a lunch program. Instead, my point of reference was the school’s policy guiding school expenditure, which I had to adhere to at all times because it is supported in writing. I made a decision based on this focus point and set aside the required amount of funds necessary for that fiscal year.
The third approach is through mastering the techniques of framing, which requires that an individual consider numerous strategies that would help a decision-maker. For instance, working as a supervisor in an organization, I had to think whom to recruit for the position of an assistant supervisor. I looked at numerous individuals and considered their capabilities before I settled on one person. I used multiple frames to arrive at this decision.
I have learned that decision-making is a complex process, and one must use numerous tools and frames to arrive at a conclusive decision. In essence, there is never a “one-size-fits-all” approach when faced with a challenging decision. One must conduct an audit of the frames available, consider the effectiveness of the current frame, and master the techniques of framing by studying numerous approaches to make the right decision.
References
Hoch, S. J., Kunreuther, H. C., & Gunther, R. E. (2001). Wharton on making decisions . Hoboken, NJ: Wiley.
Shirkani, J. (2014). How top leaders beat 8 ego traps with emotional intelligence, ego vs eq. Brookline, MA: Bibiliomotion.
