Right decision always leads to success, in chapter 6 of the book Framing Decisions, J Davidson refer to people as decision-makers focusing on decision making in the individuals perspective. The question that this chapter address is: During the decision-making process, what goes through people's minds? In most cases, the decisions made by individuals rely heavily on the values that people have acquired in their daily activities and the perception of the environment they are living in, and since every brain operates differently, the decision made by different individuals may vary. In decision making, various factors need to be considered; the chapter covers six factors that influence how people make decisions. The first factor is personality which includes the tendency toward risk or the ability to take risk, openness to change arguing upon the individual ability to identify any opportunity that may come along the way, and the judgment acumen. The second is the level of creativity which entails the ability of an individual to see different perspectives and options to a solution; the third factor is the degree of intelligence which involves decision-makers ability to combine different patterns, foresee the impact and consequences of different decisions made. The fourth is the confidence and person capability, describing, to what level are individual is willing and ready to reach? Psychological state is the fifth and covers the understanding of the people state of mind what one perceive at different scenarios, Finally the Cognitive state which includes how people see what happens around them. In Chapter 7, Davidson addresses the power of corrective or group decision making, from the title: The knowledge and the madness of the crowd: the question is, to what extent a group can go regarding decision-making and can they outperform Autocrats? Despite the fact that individual decision makers can entirely make them based on their own, there is always some degree of external influence from the surrounding. Based on group dynamics and contribution towards decision making, it is evident that team or the corrective decision-making always outperforms individual’s choice. Davidson in the chapter explains the degrees of corporate involvement in the decision-making process from no involvement to total involvement, starting with Autocrat where autocrats disregard any guidance from others and make decisions on their own. Consultive leader, this is a degree at which the decision maker seeks advice from experts or adviser. Primus Inter Pares at this level the decision makers are mostly in a leadership position and ask for help from other influential colleagues. The Council, where a group of people with the similar interest make decisions, example board of governors, a Self-directed unit, a degree at which the decision-makers direct others to make decisions on their behalf and finally the Community a level at which people sit, exchange ideas and come up with the mutual decision. Davidson relates success of group decision with the bees which decide to look for a new home or find nectar from the nearest field correctively sitting that if one bee makes this decision the degree of failure is high since single bee little capability. The Belief that making a decision on our own makes us smart should be erased from our mind and move beyond looking at decision-making process from and individual perspective. The objective of this book is to evaluate decision making, its consequences and create an understanding of what influence us when making them, create a better insight for that we should examine our social space and be always be ready to accommodate others in our decision-making process.
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