The Business Decision Analytics

Business Decision Analytics

Business Decision Analytics
Introduction
The decision making process is a complex process that necessitates giving consideration
to all possible angles of a situation (Gaston-Breton & Duque, 2015). Often a lot of
information is needed to be processed, and this information forms the basis for any decision
making process. The amount of information available for the decision maker plays a significant
role on the decision that is finally settled on by the decision maker (Hong, Ling, & Sumeet,
2018). This paper presents the results on the assessment of my decision making process. The
assessment will focus on a single major decision point that has required my critical evaluation
before arriving at a decision and evaluations on decision style and personality type made using a
decision style instrument and Sixteen Personality Type test.
Major Decision
The biggest decision I have had to make in recent times relates to the decision on whether
I should take up a position in a new firm or maintain my current position in the firm I presently
work for. Despite having applied for the position in the new firm, the decision on application was
not based on total willingness to leave my current position, hence presenting a dilemma for me.
Also, although I qualified for the position in the new firm (this being the reason why I applied
for the position) I had very little expectation of being contacted to take it up. My initial thought
was on the possibility of having a new challenge, which would ideally be exciting and
adventurous.
The new position would also afford me an opportunity at developing my career by
challenging myself with a new environment. New challenges work as stimuli for career growth
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Business Decision Analytics
and hence a major incentive for work environment changes (Georgina, 2015; Gagne, 2014;
Nixon, Mazzola, Bauer, Krueger, & Spector, 2011). However, since I did not think I
would be contacted on the new position, I gave very little thought to other factors that are tied to
my current position in the firm that I presently work for. Although taking the new position
presented opportunities at career growth and slightly higher pay (taking data from the site on the
new firm and comparing to my current remuneration), I decided on maintaining my current
position at the firm I presently work for, given I have a sense of unease about taking the new job.
Decision Making Preference and Personality Style
The results in the table below, Table 1: Scaled Results for Decision Making Style
presents the outcome of the decision-making style analysis on my decision regarding taking a
position at a new firm. The results from the Decision style instrument below point to a more
intuition based decision making on my part. The intuition preference ranks highest, followed by
the logic preference, with the balance preference having the lowest rank in this instance. Hence, I
am most likely to make a decision based on my gut feeling with a limited consideration to how
logical the decision sounds. The possibility of making a decision based on both the logical
soundness of the decision and the intuition I have about the decision is even less likely.
Table 1: Scaled Results for Decision Making Style
Preference (Decision
Style)
Scale
Lower Mid-Range Higher
Intuition X
Logic X
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