Management misunderstanding-don't make decisions

In an enterprise's operation, any manager must constantly make decisions. Especially for middle-level managers, on the one hand, they must understand the boss's strategic intent and make relevant decisions, on the one hand, it must be implemented for subordinates so that the team can complete the decision-making. Therefore, middle-level managers usually encounter the pressure of decision-making from both upper and lower aspects.
Only resources are allocated.
Decision-making and decision-making are easy to confuse. Before making a clear decision, we should first talk about what decisions are.
When talking about decisions, the most common thing is that leaders have meetings and may think they have made some decisions at various meetings. However, the decision is not just a discussion, an ideological identity, a command, or everyone's consent, but to be put into practice. To put it into practice, resources need to be allocated.
If we do not allocate resources, we will not make a decision. If we do not want to change the resource allocation, it means we are not prepared to change the decision. Therefore, the decision is actually the allocation of resources. Here, resources include tangible and intangible resources, tangible resources are time and money, and intangible resources are fame and reputation.
The decision is the allocation of resources. This is a very important concept. It seems very simple, but it can help us figure out many problems. Many of our decisions seem stuck, we have discussed so many times but there is no result-the reason is that we have not allocated resources, or we have not changed the allocation of resources, so there is no result.
Only resources are allocated. Many leaders only send commands, do not send resources; only talk, do not make decisions; only give pressure, do not give resources. As a result, the power of the subordinates cannot be generated, but the powerlessness of the subordinates only occurs. The problem cannot be solved, and there is no progress. We will repeat the same issue to waste more time and resources, but nothing can be done. Remember that only resources are allocated.
Be sure to figure out who is the decision maker
Sometimes different people get resources and allocate resources. Some people get resources but do not allocate resources. Some people are allocating resources, but actually do not own these resources.
A small example of life: Husband and wife, who make money and obtain resources, but who spend money and allocate resources. So, if you want to sell something, who will sell it? To sell to his wife, because his wife is a shopper, a person who allocates resources, and a real decision maker. Although Mr. has obtained the resources, another person actually allocates the resources. You should sell the goods to the decision maker.
In class, I often hear people say that I made a very good plan, but the boss did not agree and did not execute it. My answer is: If your boss is a person who can allocate resources, the boss is the final person. You are the author and you must obtain support from the boss, make a decision based on your suggestions before the plan can be executed. Because the boss is the person who can allocate resources and is the real decision maker.
We need to push everything forward in our work. We need to stop and think clearly. Who is the decision maker? Otherwise, if you are not supported by the decision maker, you will be busy. The decision maker is the person who can allocate resources. He may also be the one who can master and obtain resources. Sometimes he is not, but he can allocate resources and make decisions.
Can decisions be learned?
Here, we can clearly identify the difference between decision and decision. We often regard decision as a general direction and a big strategy. Of course, the direction and strategy are all necessary, but in the end, decision-making is a group of decisions with long-term impact, a series of decisions moving toward the same goal, and a series of resource allocation.
The decision-making process is to select the best solution and achieve the goal with limited resources. There are two key points: one is the goal, and the other is the solution. In the future, we will further explore these two key points.
Some managers think that decision-making is a matter of personality, and it is difficult to use others' experience to imitate or make decisions that cannot be learned. Therefore, these managers believe that there is no general decision-making architecture. Why? There are two misunderstandings.
The first misunderstanding is that every decision is unique, so it is impossible to adopt a general architecture. For example, which employee is I going to promote in the office, and which school is my family's children going to attend? Another example is where I want to buy a house, and when I want to launch a new product. It seems like two different things, how can we use the same architecture to think and make decisions? But in fact, all decisions are resource allocation to achieve the goal, so you can use the same thinking architecture to think about every decision.
The second misunderstanding is that every decision maker is unique. Some people are rational. They may need to analyze a lot of consulting information before making a decision. Some people are more decisive, and their intuition is better, so they make decisions by intuition. No matter what the decision makers do, they can make a good decision.
However, this "as long as" is a very large assumption. Rational people are longer than analysis, but may not make rational decisions. Why? Because all the information is about the past, only the past is true. The future is true, but all the decisions are about the future. Our decision on the future, even the most rational analysis, is always unknown. The more rational the more we look at it later, the more difficult it is to make breakthroughs. If we make decisions by intuition, it may be very successful and make a good decision, but we can only envy his luck, he cannot learn his abilities, nor expect to repeat his luck.
High-quality decisions require rational and emotional use. rational or emotional people should consciously use a set of logical thinking to think about every decision.
Therefore, decision-making can have a general architecture.