Be Aware of the Characteristecs of Language

A language is a system used for communication using symbols and grammar rules to convey information. It is element  of culture that contributes to every aspect of human relationships. Every language has grammar; it is oral, social, symbolic and arbitrary, changes systematic and describable, unique and diverse. Language can be incoded into varied eanings, and represents a multitude of Ideas. It is critical to study basic communication so we can use languge accordingly.

Be Aware of None-Verbal Communication

Non-verbal communication includes facial expression, tone of voice, gesture, eye contact, patterns of touch, and posture. It is the process of sending and receiving wordless messages.
•    Haptics is the study of touching as non-verbal communication. Communication through touching can include handshakes, hand holding, kissing cheeks, back slap, high five, shoulder pat, and brushing of the arm.
•    Oculesics is the study of the role of eyes in non-verbal communication. People use their eyes to indi8cate their interest through the eye contact or no contact at all. Someone reading a paper when another is talking is a sign of disinterest. Speakers should maintain eye contact wit the audience to open the flow of communication and convey interest, warmth and credibility.
•    Vocalics is the study of non-verbal cues of the voice. Tone of voice includes pitch, accent and volume that can suggest rhythm, loudness and infection all affect the vocal elements dull and boring.
•    Smiling ore often as you speak will enable the audience to perceive you as friendly, approachable, warm, and can be engaged in conversation. The audience will react more favorably, listen and learn ore fro your presentation.
You communicate numerous messages by the way you talk, stand, sit and walk. Do not speak with your back turned or while looking at the floor or ceiling.

Be Aware of None-Verbal Communication

Written work is graded on the following criteria: organization, focus, critical thinking, original thinking, use of research, logic, structure and analysis, format, use of resources, grammar and mechanics, professional tone, correct use of concepts and terms, and depth of coverage.
•    Ensure that your written assignment addresses the topic or question, presents varied viewpoints, and provides sufficient resources to support the argument
•    Locate and understand sources. Locate materials such as books, articles, and items in the Internet related to the topic for further understanding and mastery of the concepts.
•    Use reality-based examples to enhance critical thinking. Supplementary research such as interviews and/or commentaries from industry experts will allow you to gain insight into different communication styles, as well as broaden your knowledge of past and current courses of action in solving a problem.
•    Prepare a clearly outlined written assignment. Include assignment title and purpose, along with specific steps.
•    The entire written assignment should be logically organized, have solid arguments with supporting evidence relevant to the thesis statement. The assignment should be thoroughly discussed while avoiding too much repetition. The style should be concise and precise, free of spelling and grammatical errors and incomplete sentences, and cites references correctly.

Practice Effective Oral Comunication Skills

The ability to speak clearly, eloquently and affectively are essential skills critical in businesses. Effective speech communication is learned, and the ability can be enhanced through and principles.
•    Choose a topic that familiar to you. This will help alleviate some nervousness and anxiety when you have good command of the topic and can speak freely about it. When you are excited about a topic, this will be conveyed to your audience through your voice, expression and gestures.
•    Prepare your topic very well. Rehearse your speech with another person to obtain feedback. Constructive criticism can improve your skills, and increase your comfort level in being able to adjust timing, tone, style and gestures before the actual presentation.
•    The presentation should be to-the-point, clearly understandable, states the purpose and objective, and explains a ll the concepts. Use visual aids such as charts, images and graphs, and offer solutions recommendations and a summary to close the presentation.
Practice your tone of voice. How you say it is important as what you say. Be aware of your body language, Body movements express what your attitudes and thoughts really are. And dress appropriately during the presentation. First impressions influence the audience’s attitude towards you, and will affect your confidence and comfort giving the oral presentation.

Practice Effective Comunication in the information Age

The information age is a tie when information is faster that physical movement. We live in society where information is power. Technological advances involving the Internet, mobile phones, high-speed electronic connections and Voice-Over-IP have change and continue to change lifestyle around the world, and spawning new business around controlling, providing monitoring information. Media channels are spreading information faster and are made accessible to ore hoes and nations than ever before.
The potential of the information age is pervasive, as strong reality today that continues to expand globally. Engagement and access to other cultures creates a world of shared communication. Communication needs to be sensitive on how information is transferred and perceived by others to project the image that is needed. The information Age has also created alienation and ore individualism, with ore people glued to computer terminals, shunning face-to-face human interaction. The distance suggests no intimacy and nearness. Just because you can send information faster doesn’t mean you should send it. There are certain guidelines for effective electronic ail communication:
•    Analyze your readers, who the intended audience will be, and write appropriate communication messages that are useful, clear and concise.
•    Written communication cannot be denied, Think harder before you write. It is not surprising these days that messages can easily be disseminated to a large number of people without consent. E-ail is not necessarily confidential.
•    A simple basic rule is not to type in caps. This suggests that all-caps to emphasize a few words, but if you emphasize a lot of words and sentences, it loses its effect. Losing discipline and control in writing is viewed as unprofessional and makes the situation worse.
It is important to maintain the rules of grammar when typing your message. Proofread the document before you send anything, to ensure accuracy in spelling and grammar. Simple typos can damage professional credibility.

Bullet Proof

The bullet-proofing technique aims to identify areas in which your plan might be especially vulnerable
• It is useful for decision-making to determine and plan for potential challenges
• It would show how likely the event is to occur and your effort on the most important problem or alternative
• Helps decisions to continue or fund a project

What may possibly go wrong?
• What are some of the difficulties that could occur?
• What’s the worst imaginable thing that could occur?
What could go well?
• What pleasant surprises might deliver?
• What is the best thing that could happen?

Prepare wit Plan-do-chech-act (PDCA)

•    Also called Deming Cycle
•    Continuous process to achieve  better quality products and services, and to improve the process that delivers them
•    Business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirement
•    Business processes should be placed in a continuous feedback loop so that managers can identify and change the parts of the process that needs improvements
When to Use
•    When starting a new improvement project
•    When developing a new or improved design of a process, product or service
•    When defining a repetitive work process
•    When planning data collection and analysis in order to verify and prioritize problems or root causes
•    When implementing or negotiating any change
•    PLAN: Design or revise business process components to improve results
•    DO: Implement the plan and measure its performance
•    CHECK: Asses the measurements an report the results to decision makers
•    ACT: Decide on changes needed to improve the process

Prepare by the Fishbone Diagram

Developed by Professor Kaoru IshikawaCan help to structure the process of identifying possible causes of problem Encourages the development of an in-depth and objective representation ensuring that all participants are on trackShows the relative importance of inter-relationships among different parts of a probleAll likely causes of the problem are bought to light. This helps decision-making so that there are no partial or premature solutions, which are sometimes costly and time-consuming The root cause of the problem will emerge and can be eliminated

Prepare by SWOT Analysis

SWOT stands for Strengths. Weakness, Opportunities and threats
It is a simple tool for analyzing your current situation and deciding how beat to go forward.
Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context, it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities.
The entries under the four lists can for the basis of how you plan over the short and long term.
Can threats become opportunities?
It can help you uncover opportunities that you are well placed to take advantage of.
Can you turn weakness into strengths?
Bu understanding the weakness of your business, you can manage and eliminate threats that would otherwise catch you unawares.
Strengths:
•    What advantages does your company have?
•    What do you do better that anyone else?
•    What unique or lowest-cost resources do you have access to?
•    What do people in your market see as your strengths?
Weaknesses:
•    What could you improve?
•    What should you avoid?
•    What are people in your market likely see as weaknesses?
Opportunities:
•    Where are the good opportunities facing you?
•    What are the interesting trends you are aware of?
Threats:
•    What obstacles do you face?
•    What is your competition doing?
•    Are the required specifications for your job, products or services changing?
•    Is changing technology threatening your position?
•    Do you have bad debt or cash-flow problems?
•    Could any of your weaknesses seriously threaten your business?

Brainstorm

Often the best place to generate ideas is within your company. Innovation does not have to be about revolutionary. It could simply be improving on existing products, services or processes. It could be one simple alteration that could reap any benefits. Brainstorming is used for decision-making to empower employees, those who are on-the-job, live and breathe the process and products. Brainstorming gives management a bigger picture of the business and makes the most of ideas and opportunities.
It could be used to answer question on strategic planning for the future. The results from brainstorming can provide information for subsequent key decision-making on such questions as: Where are now? Where are we going? How do we get there?
Brainstorming is usually done by group and involves the recording of all ideas regarding a particular problem, among others, such as the following:
•    The recording of all ideas without judgment
•    No critical comments allowed
•    Do not ake any decisions about the ideas or how to take the forward until a later session
•    Outlandish ideas are welcome
•    Impossible and unthinkable ideas are fine
•    Think outside the boundaries of the ordinary
•    Build on ideas of others
•    Quantity of ideas is important
A basic rule of brainstorming is to build on ideas already suggested. The following checklist can help transform an existing idea into a new one:
•    Put to other uses? As it is? What if modified?
•    Adapt? Is there anything else like this? What does this tell you? Is the past comparable?
•    Modify? Give it a new angle? Alter the color, sound, meaning, motion, and shape?
•    Magnify? Can anything be added, such as tie, frequency, height, length, strength? Can it be duplicated, multiplied or exaggerated?
•    Minimize? Can anything else be taken away? Made smaller? Lowered? Shortened?
•    Lightened? Omitted? Broken up?
•    Substitute? Different ingredients used? Other materials? Other processes? Other placesw? Other approaches? Other tone of voice? Someone else?
•    Rearrange? Swap components? Alter the pattern, sequence or layout? Change the pace or schedule?
•    Reverse? Try the opposite? Backwards? Change shoes? Turn tables?
•    Cobine? A blend? An ensemble?

Do Not Criticize

Questions that begin with the worlds why and who are very threatening. They suggest placing blame on someone. Questions like the following immediately provoke a defends mechanism, Why did these happen, who were there, who was working that day, why are you late, why is this not done, why is their an error in this report, why weren’t you able to finest? Restate questions that start with what and how. Initiate root cause analysis and understanding of the issue in a none threatening way to gather information. Employ positive connotation in investigative questioning, rather that up front assumption of blame. Ask questions such as how did these occur, how can we improve on you performance, what cause these to happen every time the equipments run, what were the reasons for the delay? It is important to learn how to give and accept criticism. Those who take criticism negatively become defensive, even lash out at people. As a result people feel discourage, and may refrain from contributing opinions again. Taking criticism positively creates room  for improvement and continuous learning, to do better in the future. Sharing feedback among one another allows a broader perspective. You uncover blind spots that you may not have seen. An impartial observers’ point of view can you work on improving skills, processes, attitudes, efficiency and productivity, especially if there is a positive reciprocity regarding constructive criticisms.

Resist Groupthink

The stronger the culture, the greater the risk of groupthink. Groupthink is when members strive for unanimity, and do not challenge organization thinking. There is too much reliance on one powerful figure, and the group is the base of their identity. It happens all the time that to avoid conflict in the group, one does not speak up to realistically appraise alternative solutions. Cliques are normal, reminiscent to lunch or meetings not asked to participate. The work environment turns stressful due to tension-filled dialogues if you disagree.
Group cohesiveness can also be shown when everyone agrees to disagree against management. If a threat fro management is felt, a group can stick together to prevent layoffs. This situation backfires on the true intent of teaming, since the group only has one agenda, with the rest left in the back burner. There is collective rationalization that nothing can escape the sanctity and safe haven the group provides.
One way to unblock group cohesiveness is to have anonymous brainstorming. Each idea is written on a piece of paper, without attribution to any names.

Do not Fear the Status Quo

Examples of status quo thinking are: hanging on to familiar programs, situations, services, staff positions, bureaucy, and established procedures. Common expressions are: “We’ve always done it this way; let’s stick with what works; if it isn’t broke why fix it; that’s not my job description; nobody asked you to do this; sticks with you know.” In big companies, typically there is a hierarchical and clearly defined organizational structure. People have strictly delegated authority, position and score. Upper management involves only a few, and the control of the organization rests on these few. They make all the decisions. There is a strong culture of bureaucracy, a heavy reliance on upper management, sometimes even just a single powerful figure in the organization t follow, and who directs all actions. Management at also fear change, which implies additional cost and workload, stress, altered priorities; considerably ore tie effort, and bigger responsibility.
Red tape and bureaucracy are common in government offices where there should be strict adherence to policies, procedures, the law, job accountabilities and responsibilities.

Be Open Minded

Old habits are hard to break. Patterns, the way of being things for long, become so deeply establish that they become an instinctive response. However, it’s a response based only on partial information. We need to be open-minded, avoid being rigid and stubborn, and not allow a firm mindset to cloud our judgment. Instead, we should try to understand other viewpoints, expand on others’ ideas, get out of out own box and have fun. It would then be like be learning something new everyday!

Do not Fear Failure

Fear of authority, reprisal blame, confrontation, rejection, failure. There are managers who only want to hear the good news; they get upset when there’s a problem or bad news. You become afraid to comfort him, paralyzed from communicating problems and even suggestions on how to solve them. You think your boss might perceive this is an unmet expectation, and that you will be appraised as incompetent to do your job independently. You tend to follow rules and not deviate from any process or standards, so that you don’t get reprimanded.
When people have a lot of fear in the workplace, all this becomes bottled up inside; sooner of later there will be a blow-up, a confrontation. It is hard to be suspicious of everyone all the time, to worry constantly about peers talking behind your back, to be blaming others, sneaking around and defending yourself against perceptions. It becomes a big hindrance to productivity, efficiency and creativity when your thoughts are focused on these fears.

Evaluate Possible Alternatives

What are the pros and cons of each choice? How does the choice fit in with the organization’s priorities, goals, mission, budget and time constraints? Is it realistic? It is feasible? You can also ask, “What is the best that could happen if this is the choice that we make? What is the worst that could happen? “Would it that we ake? What is the worst that could happen? “Would it be satisfying, or irritating? Would it please the management, the employees, and the customers? Can you live with it, or will there be disadvantages? Ake sure you ask all the questions and erase all doubts. There are many techniques to help you and the group evaluates all techniques to help you and the groups evaluate all the alternatives for a solution.
Pareto Analysis- Finding the alternatives that will give the best benefit, based on the 80-20 rule.
Paired Comparison Analysis- Assign percentage of importance to all alternatives, and select the highest percentage as determined by the group. Decision Trees- Start with a decision and project many outcomes. Assign a value or score, probability and benefit of each outcome. Choose the most feasible option.
PMI- Plus/Minus, weighting the pros and cons of each alternative Force Field Analysis - List all the forces for and against the decision. This helps you weigh the importance and decide if it is worth implementing or selecting the alternative. Six Thinking Hats - Look at the problem with six different perspectives: according to facts, intuition or gut feeling, being cautious and defensive, optimistic, creativity, and through process control.
Cost-Benefit Analysis – Assign $$ for cost and benefit with a playback period. This will help you determine when costs are recovered over tie through its benefits.

Identify Possible Alternatives

It is essential to think of as any solutions and alternatives to a problem as possible. You can be assured that the final decision is the best alternative when you have weight and scrutinized all options. There are a lot of creative ways to come up with solutions and alternatives: Brain storming, fish bone, cause and effect analysis, SWOT analysis, plan-do-check-act (PDCA0, relational words, repeatable questions and bullet-proofing. Do not be concerned if the idea will work or not, just generate as , any ideas as you can. Suspend judgment and don’t inhibit the group by saying, “It’s a silly idea, it won’t work.” Go beyond defeatist attitudes. Record all suggestions, even far-out or “crazy” ideas, and take fast notes, so that no one feels inhibited.

Ebrace Diversity Towards WIn Win Resolution

Today there is increased of diversity in the workplace. We are all multi-dimensional and complex people. Embracing diversity is the right thing to do is also good for business because your staff and customers will demand it. Companies’ today must resemble the community it serves. The customer population is diverse, as are the appliances for the job. In order to retain top talent and to perpetuate success, managers need to take the lead in championing successful diversity programs and understanding of global cultures.
Recognize that in dealing with cultures, there are no rights or wrong perspectives, just differences. Management must have the ability to bridge the gap between different cultures. Success depends upon your beliefs that different attitudes and behaviors bring new opportunities, and your ability to foster the same belief in others about managing, embracing and adapting with different cultures.
Each culture contributes its own particular insights and strengths to the resolution of global issues, ang company is able to draw on whatever it is individuals do best.

How to Deal witha Conscientious Personality

A CONSCIENTIOUS personality takes tie to prepare in advance, provides straight pros and cons, supports ideas with accurate data, and provides reassurance that no surprises will occur, renders a step-by-step approach to a goal, specifies the facts, and provides many explanations in a patient and persistent manner.
How to deal with C: There should be encouragement for independence and utilization of intuitive abilities. You should be reserved and business-like with a C, with no sudden or abrupt changes. There should be personal attention to objects, giving the opportunity for a C to demonstrate expertise.

How to Deal with a Steadiness Style Personality

One with a STEADINESS personality provides a personality agreeable environment, displays a sincere interest in others, ask “how” questions to get opinions, patiently outlines goals, present ideas in a non-threatening manner, gives time for others to adjust, clearly defines roles to make others comfortable, provides personal assurance of support, and emphasizes how actions will minimize risk.
How to deal with an S: They need to be recognized for service. Associates with similar competence need recognition with no superficial approach. There should be security of situation and happy relationships.

How to Deal with an Influence Style Personality

One with an INFLUENCE personality provides a favorable, friendly environment, allows others to realize their ideas, suggests what action they should take, provides testimonials of experts, provide time for enjoyable conversation, provides details in writing but does not dwell on them, fosters a democratic relationship, and provides incentive for others to take on a task. How to deal with an l: Recognition, Praise and being included in activities are important. They like to organize group activities. They are much ore productive working in teams that in isolation. Social approval is the highest reinforcement.

How to Deal with a Dominant Style Personality

One with a DOINANT personality gives brief, direct answers, asks questions on what and not how, sticks to business, outlines possibilities for getting results and getting the problem solved, stresses the logic of ideas and procedures, and agrees with the facts and ideas, not the person.
How to deal with a D: Give a D ore control as a reward. Be concise in conversation; always get to the point, and the purpose of the talk, as soon as possible.

Leam The DISC Model Theory

The personal Profile System is based on Willa Moulton Marston’s DISC Model Theory: Dominance, Influence, Steadiness, and Conscientiousness.
1.    Dominance and Conscientiousness make us see the environment as requiring aggressive or defensive responses. Influence and Steadiness make us see the environment as being favorable and supportive rather than antagonistic.
2.    The other significant element that determines behavioral style is how much power a person perceives him/her self to have in an environment. People with Dominance and Influence share a perception of being ore powerful than the conditions in their environment, so that their behavioral strategies have to do with shaping their environment to meet their needs.
3.    With Steadiness and Conscientiousness, individuals tend not to perceive themselves as being ore powerful than the environment, so that their strategies are based on working with existing conditions within it.
The DISC Model Theory enables you to understand yourself and others in order to create an environment that ensures greater success. At the same time, you gain appreciation for different behavioral styles. Effective leaders and managers know their styles, recognize the demands of the situation, and adopt communication strategies that best fit those needs. If you know your style, you can capitalize on your strengths, and anticipate and minimize conflict with others.

Socialize and Learn Fro Others

 It’s not always easy to get along with everyone at work. With workplace diversity, we all bring varied values, beliefs, attitudes, personalities, styles and culture. Co-worker conflict isn’t always avoidable and can be very disruptive to productivity and efficiency.  Much time, effort and energy are then spent for conflict resolution to eliminate an unpleasant working environment, which causes de-motivation and stress. Ideally tie, energy and effort should be focused instead on understanding and resolving the differences for mutually satisfying resolutions. Each individual should be responsible for building strong relationship at work. Getting along with each other means cooperatively, accepting differences, respecting diversity, and hearing everyone’s opinions and ideas in positive manner. Everyone has to do his/her part.
Socializing, telling stories and jokes, sharing personal life, are all a natural part of interaction and must be encouraged. This promotes camaderie, easy communication, healthy respect for differences, and deeper understanding of a other people’s attitudes, beliefs, and values. Such as a development is gained with mutual respect and an awareness of working towards a common goal.
With the advent of partnership and global competition amid cultural diversity, it is a competitive advance to be able to meet the demands of a changing workforce. You can draw on the knowledge and perspectives of everyone; giving you ore alternatives and a selection of skills and strengths. In groups there can be delegation of smaller tasks so the work becomes less daunting. It can be divided according to specialization, and can thus be accomplished in less time and with less effort and money.
A simple guideline to develop mutual respect is acceptance and cooperation, and always stays positive. Do not take assumptions on what your peers are saying to you; if you don’t understand, ask nicely what they mean. What is obvious to you ay not be obvious to another.  Come to meetings prepared and on time. Learn to value other people’s tie and efforts. Be approachable and learn to be a team player to facilitate open discussion of ideas. Don’t make suggestive remarks about a person’s religion, race or culture; they may be taken as offensive. Be sensitive to every single issue. Little things, such as not playing your radio too loud or having loud phone conversations, or making sure to refill the copier with paper or toner, are simple courteous actions that preempt irritants. Often enough it’s the little things that add up to building a strong relationship.
We all ay seek the same goal of success, professional growth, status, recognition, job and financial security, but “no man is an island.” Whenever two or more people work together, there is politics. To successfully survive in an integral part of the workplace. Thus we must learn to interpret other’s actions and language, and adapt and adjust accordingly.

Keep your Manager's Happy

Occasionally we have to compromise some of our values, beliefs and perceptions to curry favor with the boss. There must be a level of distinction and awareness as to what power and role you play in the organization. Partnering with the boss in the long run is always good for one’s career.
Your boss can be a big supporter in helping you achieve a promotion, career growth, gain learning opportunities and room for advancement. After all, the boss is responsible for performance evaluation and allocation of resources. His experiences can guide and mentor you towards future leadership positions. He can direct you to the right path, introduce you to the right people, assign the right projects, and coach you on your performance. Through constructive criticism, an effective manager helps you gain awareness and gives direction in areas where you are weak.
If you develop a relationship of mutual respect with your boss, he can return the favor. He can ensure that you have the right tools and resources to do your job and succeed. He can also support you when you make a mistake by allowing you to learn from it. He can share confidence and provide information fro top management that can help you grasp and understand company goals, mission and objectives.
In the short-term, cooperating with the boss reduces daily stress, and the conflicts to contend with. Your boss has the power to make a work situation miserable for you and with; you can utilize your time more effectively towards positive growth and creative development, instead of waging competing with his attitude and work style.
Face the reality that it is only in extreme occasions that you can try to change who your boss is. It is in your best interest to create a satisfying relationship, so nurture it. Try to understanding it fro your boss’ perspective, why he has to make the decisions, like allocating your work and that of others, and learn from it. Even if you disagree, close observation of someone’s leadership style is always a good learning opportunity if you keep an open mind. At least you are accountable for the mistakes one makes, but has the benefit of lessons learned and of what to avoid.
If your boss looks bad, you also bad. Your performance is key to your boss’ success. Working with him to ensure that it is a win-win relationship, establishing that connection of mutual success, is a good strategic alignment for your career. Ensure that you develop this relationship by being positive, keeping open lines of communication, being one step ahead of your boss, anticipating his needs, knowing and adapting to his style. And doing your job as efficiently and productively as possible.

Don't Wait too Long to Make decisions

Others ay have ideas, thoughts, opinions that are critical to the problem, which you may have not thought of, or overlooked. Talk with others to gain more information and to clarify your own values, perceptions, line of thinking. The ore information you acquire, the easier to make a more solid, reasoned decision. It is important to have varied options, be able to weigh each alternative, and determine the best course of action. Evaluating the benefits and consequences after weighing all the information will clarify the mission, goals, and values you want to support. In science-based professions and organizations, gathering-data entails research and in-depth analysis, critical study, diagnosis, and hypothesis before arriving at informed decisions.You’ve spent nights lying awake thinking about the pros and cons of each solution. You’ve agonized over all the alternatives and discussed with the team every day for hours, and yet you still can’t come up with a decisions. Sometimes the choices have equal pros and cons that no further discussion can produce a distinctive advantage for one choice or the other. Sometimes you just have to make an intuitive snap decision, and live with it. And Einstein once marked, “Everything should be as simple as possible.”
It isn’t surprising that many people do not like to make decisions. You do everything possible to delay it by gathering ore data, coming up with expanded lists of who else to interview and get opinions from, or worrying about who will be offended by the decisions fro, or worrying about who will be offended by the decision. You ay sometimes even hope the problem will go away. Good leaders have the skill to make the best decisions possible with the best information available in the timeliest manner. Good leaders are quick to decide and take responsibility for their decisions. There are times when expedient decision-making is critical. An example would be when an oil platform is down, and the customer is losing millions of dollars every minute by not being able to produce oil. Do you send a technical team to provide a assistance during hurricane weather? What is the impact of non-support to a big alliance customer? What is its impact on your employees, regarding their safety? The dangers surrounding the decision, the priorities and ramifications will be viewed differently by everyone. As a leader, you must have the integrity to say,” I have made the best decision possible given the facts and circumstances.”
Waiting to long to make decisions will result in missed opportunities. If the group has been discussing and debating resolutions, and have finally agreed on the best solution, then waiting for management to approve the project and the delay in giving the go-ahead to the group takes a toll on the urgency of the moment.
Leaders are expected to be aware of problems in their organizations. Because a critical problem is not recognized early enough, actions or decisions may come too late. Recognition of problems before they escalate is critical management of skill that equates with efficiency, productivity, revenues and cost savings.
Quick decisions allow the management and others to move on to other projects. If the first alternative did not work, you can still have the time to correct it, improve the process and minimize the downtime, instead of wasting of tie. With a no-action approach, some problems may deteriorate, and the current alternative presented may no longer be valid, so that the process has no be repeated. 
Some may fear turning vulnerable when making decisions, as it opens up an opportunity for ridicule or criticism from others. There’s little incentive to be decisive if you are humiliated. It takes a long time for people to forget, from you to rise up from where you’ve fallen and prove your worth again.
We need to look at the workers who are waiting for a decision from upper management. Lack of closure or waiting for a decision makes people stressed and anxious. This leads tower productivity and efficiency.
Sometimes delay tactics in making decisions can turn into a strategy. An example would be in real estate, where you could wait for ore offers for you house on sale, select the highest bid, or instigate a price war, all to your advantage. It could also backfire when buyers lose interest because of the delay while other offers are expected.

Gather Enough Data

Others ay have ideas, thoughts, opinions that are critical to the problem, which you may have not thought of, or overlooked. Talk with others to gain more information and to clarify your own values, perceptions, line of thinking. The ore information you acquire, the easier to make a more solid, reasoned decision. It is important to have varied options, be able to weigh each alternative, and determine the best course of action. Evaluating the benefits and consequences after weighing all the information will clarify the mission, goals, and values you want to support. In science-based professions and organizations, gathering-data entails research and in-depth analysis, critical study, diagnosis, and hypothesis before arriving at informed decisions.

Use Precedents and Policies

Experiences always provide a frame of reference, a historical understanding og the problem, and help uncover long underlying causes and symptoms that may be applied to the future decisions. We learn through a paradigm gained from the past if certain police and procedures need to be revised to fit current conditions. This will help prevent expending money.Previous situations and cases, hearings, or projects can serve as a template or guideline when undertaking current projects. Trends can be derived for data analysis to indicate the next logical step. You can infer fro past actions in order to predict a behavior, consequence, or need to change for the future.

Learn From Your Mistakes

There is no guarantee that the decision will work. It is not the end of the world. The goal of decision-making is to arrive at the best decision, not necessarily the right one, but the best you can make with all due consideration and evaluation of available information. If a decision is made and it fails, recover and learn fro it. What-could-have-been or an it -would-have-been-nice may only show a sign of weakness or failure. Use the mistake to re-evaluate the information, as well as your opinions, values and perceptions once again.Value of old saying: Fool me once, shame, on you; fool me twice, shame on me. ”Through mistakes we acquire ore knowledge and wisdom, to ensure better chances of success in the future.