改变商业决策的前提

时间：2024-10-11 22:31:05 学人智库我要投稿

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改变商业决策的前提

　　如何改变商业决策呢?要做些什么呢?一起来看一下下面这篇文章吧!它会告诉你该做什么。

　　1. Address and evaluate your fears head on

　　1.预测并处理好您将面临的焦虑

　　Even the best decision-makers with strong intuition and confidence are subject to fear. To make a good decision, you've got to give yourself space to rationally address any fear surrounding your choices. Fear biases us toward mediocrity, but leaders are in a position of having to make bold, forward-thinking and potentially risky choices regularly. We can't let fear cloud that process, so pause and be certain you're addressing your concerns honestly.

　　即使是最强的决策者，哪怕他们拥有再强的直觉与自信心也常遭到这种焦虑的困扰。要作出好的决策，您得给自己理智处理那些焦虑的空间。焦虑往往使得我们走向平庸，但作为领导者，您必须能够作出大胆的、风险性的决策。我们可不能受到焦虑的阻碍而是要确定我们能处理好它。

　　2.Pick your battles

　　2.选择战场

　　Not all decisions are equal; some are more important than others. Be honest — is this decision truly critical, and worth obsessing over? We have a finite amount of brainpower to expend each day. If this decision isn't as important as others you must make, bite the bullet and chose a direction.

　　不是所有的决策都具备同等价值;总有一些相比之下更具价值。客观点-------这项决策真地奏效，值得付出吗?我们每天所能的脑力是有限的。如果这项决策不如其他，要紧牙关，下定决心，选择方向，重做决定。

　　3.Trust your instincts

　　3.相信您的直觉

　　You may be presented with a slew of information in order to make a decision, but some pieces of information are probably more important than others. We're designed to process via rapid cognition (something Malcolm Gladwell talks about in Blink), so focus on what information matters most and go with your gut.

　　为作决策，您会接收到大量的信息，不过总有一些更具价值。我们本来就具有快速处理信息的能力(马尔科姆.格拉德威尔如是说)。因此关注重要的信息并相信自己的直觉。

　　If you have time to make your decision:

　　如果您作决策的时间宽裕：

　　1. Make space

　　1.腾出空间

　　If you have the luxury of time, take advantage of it. How many times have you had a breakthrough moment after a long night's sleep or some time away from a problem? Give yourself that space. Not only does it give your brain a chance to churn over options, but it also creates the opportunity for serendipity. Maybe you're struggling over fulfillment of a product line. Two weeks later, it turns out an existing vendor is just now offering exactly what you need. That's a kismet moment only time creates.

　　如果时间宽裕，要好好利用。多少次您一觉过后出现突破性的时刻或者发现了多余的思考时间?抓住那样的契机，不仅可以给您反复琢磨的的机会，还可能有意向不到的惊喜哦。也许您正折腾于一项产品线的完工。两周后，出现了您急需的供货商，那就是时间造就了命运。

　　2. Research

　　2.研究

　　Too often, leaders forfeit their leadership position when trying to collaboratively make a decision. They falsely believe that a collaborative process means a democratic one. Listen to everyone, but make decisions alone. Ask for and consider a variety of opinions without judgment. Challenge viewpoints, but don't argue — and don't advocate for the outcome you're gunning for. Retreat only when you've done your due diligence. Then, based on that research, make a decision that's yours.

　　领导者们往往容易在协商作决策时丧失领导地位。他们常常错误地认为协商便是民主。博听广议没错，但最终必须独断。征询各家意见，客观对待，不加评判。意见不一致时也不要争辩——更不要力推您的观点会带来的成果。您只管尽力调查、研究，然后作出自己的决断。

　　3. Advocate

　　3.推广

　　Those you talked to in the research phase will already have a basis of understanding when you approach them with your decision. Expand on this by socializing that decision. Practice your ability to rationalize your argument by advocating for it with your stakeholders. In doing so, you'll identify the words, phrases and approaches that work well — and what falls flat. The more unpopular or dangerous this decision is, the more crucial it is to do this step thoroughly. Say, "Here's what I'm thinking and why. What do you think?"

　　那些参与研究的人对您的观点已经有了一定的认知。在推广的过程中，您的决策可以得到进一步完善。跟您的合作伙伴宣扬你们的决策时，发挥自己善辩的能力。过程中您得鉴定出奏效的词汇、短语和方法以及那些无用的。决定越小众或者风险越大，这一步就越关键，就这样说：“这就是我的观点及理由，你们怎么看?”

　　4. Activate

　　4.实践

　　Now that you've practiced your narrative and have buy-in from key stakeholders, put your decision into action. Not everyone will agree with you, but by performing these steps, you'll create a solid foundation of trust. It's a leader's burden to make unpopular decisions. But if you do it right, even those who disagree will have your back. Decisions, whether quick and on-the-spot ones or slow-burning, often represent a crossroads for a leader. Not all are life or death, but they can still have a profound impact on your business. Practice these steps to confidently move in a direction of growth.

　　既然您已经有了决策，也有了支持者，下面就把您的决定付诸行动吧。不是所有人都赞成您的观点，但通过以上这些步骤的实施，您起码获得了信任的根基。制定不是所有人都看好的决定往往都是领导们干的事。但决定一旦奏效，那些之前跟您意见不一致的人都会臣服于您。决策，不管是当场作得还是慢慢斟酌来的，都会是领导者们的十字路口。尽管不是所有的决策都奏效，但这些决策都能对您的事业产生很大的影响。跟着这些步骤，自信地向成功的方向前进吧!

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