Strategies In Decision Making

Strategies in Decision Making

If the wrong decision is made due to the lack of a clear and precise strategy for the processes of decision making, all types of professional entities could quite simply financially atrophy and possibly fold within catastrophic failure. A finite protocol within a platform for decision making should be formulated, and as well it should include several aspects of contingency planning within utter support of the company's vision.

An entity within mention of this hypothetical situation does not necessarily have to be one of a capitalizing, private sector status. Perhaps within this day and age, an entity that could have the most to loose within stake holder security would be that of an operational military entity. Anyone who has served within any one of the many United States Military Service groups would easily be able to attest to this. The components of managing for a competitive advantage, deliverable quality, speed and agility, and innovation, all describe what the military leadership will utilize within their skill sets to develop and deliver the very best of their general operations results. The components of the functions of management; planning and delivering strategic value, organizing and building a dynamic organization, leading and mobilizing people, controlling, and learning within resilient reciprocity are all the military's core values and are that which define the methods for success on the modernized battlefield.

Within team-leveled operations there is a strict and unwavering form of decision making protocol. Using both the formidable experience of his operators, and the guidance of his superior command staff, the Team Leader will make and support all decisions we will make. Unlike the private sector entity that can loose millions of dollars within forecasted revenue due to a rash or uncalculated decision, military teal-leveled operators can likely lose their lives.

The handling and proper management of intelligence is instrumental to the longevity of any level of survivability and success of an operation. The military counterpart to a private sector CIO is the Intelligence Officer, other wise known as the S2 Officer whose primary function is the procurement, the assessment, and the management of tactical intelligence.

Whether within a team of business professionals, or attached to an operational detachment A or B team, all perspectives, advice and opinions are heard by the team commander and taken strongly in weight to help formulate the decision. All team operators' opinions act both as forms of checks and balances, and as a collective sounding board against the ideas of the team commander. The format used within operational decision making is normally premeditated. This structured style of format planning consists of, but is not limited to, processes that are commonly referred to as the go - no-go assumption briefing, operations order, the warning order and the "frag" order. These are systematic processes of decision planning to secure and overcome both forecasted an unseeable, mission-challenged obstacles. In contrast, medical detachments/civilian hospices, police and fire departments, and or aviation, flight components, although they do utilize these decision making processes, the primary model used for communications and decision making is authoritarian. Leadership experience related to the high-risk operations that these types of teams experience, facilitates the command to make authoritarian decisions for the team as a whole.

Within either type of planning protocol, a myriad of mission-imperative subjects are effusively illuminated and prepared for. Encompassing the offensive business or civilian team perspective, the operations order focuses on the overall situation as it was and is within preempt of the situation becoming operational. This will as previously mentioned, include