ThinkAbout Decision Making

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The Business of Thinking
ThinkAbout Decision Making
2
WHOLE BRAIN MODEL
D UPPER RIGHT
A UPPER LEFT
HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING
LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE
ORGANIZED SEQUENTIAL PLANNED DETAILED
INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL
LOWER LEFT B
LOWER RIGHT C
3
Decision Making

• What sort of decisions do you make?
• Who do they involve?
• How do you make decisions?
• Why do you make decisions?
• What often happens or goes wrong?

4
Outcomes

• At the end of this module, you should be able to
• Use the Whole Brain Decider to make more
  balanced and Whole Brain Decisions

5

• How does your thinking affect your decisions?
• How do the different quadrants decide? Ask
  about each quadrant
• What are some of the characteristics of each
  quadrant?

6
D
A
u u u u u u u u u u
u u u u u u u u u
ThinkAbout Decision Making How do the 4 quadrants
like to make decisions?
u u u u u u u u u u
u u u u u u u u u
B
C
7
?
?
?
?
How do you like to make decisions? What sort of
things do you do? What dont you
do? ThinkAbout your everyday decision making.
What does this tell you about how effective you
are? What can you do to be more effective?
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• We tend to make decisions based on our most
  preferred quadrant
• This means that people with different
  preferences may make different decisions
• There is no one right way to make decisions
• Using the whole brain makes for more balanced
  thorough decision making
• Making decisions from only one or two quadrants
  means missing out on issues

9
D
A

• Tends to be financial legal
• Looks for market leadership
• Wants financial pay-off and consistent
  performance
• May overlook the value of intuition
• May overlook long-term aspects

• Tends to be risk-oriented and entrepreneurial
• Looks for strategic alignment
• Looks for significant long-term goals
• Looks for new perspectives opportunities
• May overlook short-term planning
• May overlook lower risk alternatives
• May overlook details, such as commission costs

The Situation Making an Investment

• Tends to be conservative, operational
  administrative
• Looks for a well-known and established broker
• Likes organizational effectiveness
• Wants reliability stability
• May overlook opportunities for higher yield
  with higher risk
• May overlook long-term perspectives

• Likes a team partnering approach
• Looks for a friendly broker
• Wants alignment of values
• Has an intuitive feeling of rightness
• May overlook in-depth financial analysis
• May overlook strategic aspects
• May overlook long-range financial planning

B
C
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D
A

• Looks at the aesthetic qualities sportiness,
  color, form, cutting edge qualities
• Wants it to fit the dream, personal image,
  long-range plans
• More willing to experiment and take some risks
• 1st model buyer, early innovator

• Wants to see data and statistics
  on performance
• Looks at energy efficiency
• Looks at cost of vehicle, trade-in value
• Comparison shopping with other vehicles
• Ease of maintenance
• Wants to know how it works
• Likes power and precision handling

The Situation Buying a Car

• Interested in safety features and durability
• The practicality of size, number of doors,
  storage space, stain resistant materials,
  features such as interior trunk/fuel unlock
• Looks at maintenance requirements
• Has done research and knows what they want

• The feel and comfort of the vehicle is
  important, user friendliness of controls
• Wants to love the car
• Impacted by friendliness of sales and service
  organization
• Knows its the right choice
• Will buy based on a friends recommendations

B
C
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D
A
What
Why
What is the decision? What are the facts?
Why are you making this decision? Why is it
important?
The Whole Brain Decider
How are you going to make the decision? How are
you going to manage any risk involved?
Who is involved in the decision? Who will it
impact on?
How
Who
B
C
12
How the Quadrants Decide
The A Quadrant
The D Quadrant
Opportunity
Analysis
DECISION
Consequences
Feelings
The B Quadrant
The C Quadrant
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ThinkAbout Decision Making Summary

• Our thinking affects both the way we make
  decisions and the decisions we make.
• Avoidances can have a major impact on what we
  overlook.
• No one quadrant is any better or worse than any
  other at decision making they are just
  different.
• The best decisions tend to be whole brained.

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ThinkAbout Decision Making
D
A
Approaches Abstract Data based Theoretical DO I
HAVE ALL THE FACTS? May overlook Feelings Synergi
stic opportunities
Approaches Imaginative Forward looking Risk
taking HAVE I SEEN ALL THE HIDDEN
POSSIBILITIES? May overlook Details Practicality
UPPER RIGHT
UPPER LEFT
Approaches Organized Conservative Procedural WILL
I BE IN CONTROL? May overlook Alternative
solutions Novel ideas Big picture
Approaches Emotional Interpersonal Intuitive
(Feelings) HOW WILL I AFFECT OTHERS? May
overlook Facts Planning
LOWER LEFT
LOWER RIGHT
B
C