The Art and Science of Decision-Making

February 25, 2013

Robert S. Duboff

Jason Robins

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The Implications of MBTI

Impacts on self and on how to communicate to others Self

' Reminder that one’s own preferences and judgments are not typical of all/most others

' Need to be especially sensitive to thinking/feeling and judging/perceiving

Within own “enterprise”' In one-on-one communications, need to determine and probably follow preferences of the other

person Best to let them choose order of things, pace of decisions, etc. (or at least openly discuss

option(s))

' Can often communicate in two different modes to accommodate preference (e.g., leave a voice mail and email for important messages)

' Consider preferences and need for diversity in building teams

External communication' Need to be aware that any mass group has many of each preference

' Keys are most often intuitive/sensing and, often, thinking/feeling

Net: need sensitivity to the variety of how people prefer to receive information and make decisions

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Questions to Identify Communication Preferences

Es vs. Is

Es• Voice mail• Unlikely to want advance materials

before presentations

Is• Email• Likely to want advance materials

before presentations

Ss vs. Ns

Ss• Will want details first• Will want to see the fine print

Ns• Will want conclusions first• Will ignore the fine print

Ts vs. Fs

Ts• Interested in principles, rules, criteria• Less interest in the people involved

Fs• Interested in the issues and people at

hand• Very interested in the people involved

Js vs. Ps

Js• Serious about times, schedules• Likely to have and stick to specific

time for decision

Ps• Not focused on tight scheduling• Not focused on tight scheduling

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The Five Components of Emotional Intelligence (or beyond the MBTI)

Self-awareness Self-regulation Motivation Empathy Social skills

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When Should We Blink and When Should We Think?

Blink Think

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A Rational Decision-Making Process

Define the problem Identify the criteria Weight the criteria Generate alternatives Rate each alternative on each criterion Compute the optimal decision

Source: Judgment in Managerial Decision-Making, Max Bazerman.

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