How can you avoid the pitfalls of relying too heavily on one decision-making style?

Another assessment that I found deeply beneficial is the D.I.S.C. I have the C-D (Calculator - Driver) personality type which pairs with Myers-Briggs INTJ personality type ("The Mastermind"). What my assessments revealed was I must analyze data initially, but once I have enough information, I am ready to execute swiftly. The tools also revealed areas where I need further development like reducing analysis paralysis. I recommend you utilize multiple tools to get a firmer understanding of your natural and adapted styles. You will find common threads among them which you can utilize a baseline in describing how you make decisions. I have used this a basis to reading books and taking workshops to improve those skills.

1.Recognize Your Default Style Identify your usual decision-making style, such as analytical, intuitive, consensus-driven, or impulsive. 2.Context Matters Consider the situation's complexity, time constraints, and consequences. Tailor your approach to fit the specific context. 3.Seek Input Gather input from diverse sources. Different perspectives can reveal new insights. 4.Balance Speed and Deliberation Adapt your pace based on the situation. Some decisions require quick thinking, while others need analysis. 5.Learn from Mistakes View mistakes as learning opportunities. Reflect on how your style influenced the outcome and adjust. 6.Maintain Decision Logs Keep records of major decisions to identify patterns and areas for improvement.

When I was completing my MBA, I studied leadership theory and read many decision-making case studies. I presented on Jim Collin's Level 5 Leadership theory. Others discussed Bandura's Social Learning Theory, Maslow's Hierarchy of Needs, Lewin's Autocratic/Democratic management style and Management by Objectives and many more. Each provide a framework for understanding how decisions are made in a variety of contexts. These are useful starting points in research for anyone looking to dive deeper.

This requires a great deal of self-awareness. Leaders must understand how they are perceived. When you understand how others view you, you adapt to meet them where they are and focus on inspiring the behavior change needed to bring them into alignment with the decision you make.

I agree that seeking objective viewpoint will support decision making. I recall studying Janis Irving's Group Think research where the decision that could be make is neglected because one did not want to oppose majority of the group. Sometimes we become siloed and end up in an echo chamber of ideas. No new viewpoints are obtained, and stagnation ensues. Always be willing to seek out subject matter experts to validate your high impact decisions.

decisions are means to appropriate ends. thinking that consistency in decision-making style matters is like eating the same meal every day because one believes its the *one and only* way to get the required nutrition. the outcome intended is where the attention is better directed; this avoids target blindness ??