Curran-Hays, Michael W. (2002, QMD) Kepner-Tregoe, Princeton, NJ
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[This abstract is based on the author's abstract.]
Businesses have increasingly felt the pressure to speed-up decision making. Kepner-Tregoe surveyed 339 hourly workers and 479 managers across the United States. Among other findings, the survey uncovered a Digital-Age paradox: Many companies are speeding up - and dumbing down - decision making. Other companies are able to balance the countervailing pressures of speed and quality in decision making using seven preconditions. Leading companies are willing to risk a certain amount of failure if the organization can learn from it and move forward. Rather than punish the decision-makers, these leading companies assess what went wrong and use this as lessons learned for future decisions. Leading organizations should challenge employees to take risks with logic reasoning and foundation. The key challenge to digital-age decision-makers is in balancing the countervailing pressures of speed, quality and knowledge.
Decision making,Lessons learned,Knowledge management (KM)