Business Decision Analysis

Running head: BUSINESS DECISION ANALYSIS
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Business Decision Analysis
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Course
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BUSINESS DECISION ANALYSIS
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Business Decision Analysis
In my analysis of the decision-making styles, I will select and evaluate a specific range of
decision-making tools. One of the decision-making tools discussed in week 2 is the pre-mortem
technique. This is one of the managerial strategies in which I will consider the project to be
failed and therefore need to work for solving the failure. I have grouped the decision-making
style into possible groupthink which provides for the reasonable discussion of the threats I have
identified as discussed in week 2. I consider this decision-making style to be different from other
methods by the fact that it reduces the risks of failure due to biases and heuristics. I have found
this style to be different from other techniques because it reduces the chances of overconfidence
and fallacy in the planning process. In consideration of the respective rationality as well as
utilized intuition, the magnitude of the decisions making styles is determined. It is my opinion
that unlike other methods of decision making, pre-mortem technique encourages the members of
the board to think more about what to be decided. I think this style is used in the process of
tempering the enthusiasm. It is my understanding that before the decisions are made to start the
process of initiative in the hypotheses frameworks. Considering the decision discussed in week 3

BUSINESS DECISION ANALYSIS
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regarding the encouragement decision made on thinking explicit contemplating issues I think
there should forward understanding of the negative side of the report (Goodpaster, 2011).
The other decision-making style and the tool I have focused in this section is the dilemma
and risks preparation of the preparatory discussed in the meeting. It is not just in the meeting but
I think it is within every ideal daily activity. It is my consideration that risks and dilemmas in any
decision-making styles take an account of the risks and dilemmas. My opinion is based on how
the risks and dilemmas can be reduced through explicit discussion of the superficial board of
members. This means that there is a possibility of the tunnel as discussed in week 3 that tunnel
vision shares the references on mitigation background decisions styles to be selected (Shepherd
& Zacharakis, 2010). I think there is much contribution to the diversity in the composition board
in the reappointment process of the board members.
In the process of determining the respective rationality and utilized intuition through
evaluation of the decision making styles discussed in week 1-3, I will draw some reflection
during, before and after the meeting. I think every organization has a blind spot and therefore my
first decision that I will make in connection to this is the removal of such awareness. The second
decision that I will make is reflecting on the dynamic groups so as to make the prevailing
assumptions visible. The dynamic decision in the firms is well illustrated using the porter’s five
forces model below.