Ka Wai Ola - Office of Hawaiian Affairs, Volume 33, Number 1, 1 January 2016 — DECIDING TO DECIDE ... Overcoming Barriers to Decision Making [ARTICLE+ILLUSTRATION]

DECIDING TO DECIDE ... Overcoming Barriers to Decision Making

The biggest part of a manager's job is making decisions. People have an "immune system" of the mind, whieh blunts "bad feelings" and soothes "euphoric ones." It makes it easier to make difficult decisions. Psychologist Christopher Chabris says, "Our brains do not contain a single, general purpose decisionmaking unit. Instead, we have two systems: one that is ratioiuil, analytical, and slow to act ... and another that is emoūonal.

impulsive, and prone to form and follow habits. As our knowledge and expertise grow, we may be less and less able to see things from an outsider's perspective." There are four INEFFECTIVE reactions, he savs:

1) The Relaxed Avoidance - "There's no point in doing anything ... nothing bad's going to happen!" We take no action believing there will be no negative consequences. This is a form of Complacency. 2) The Relaxed Change "Why not just take the easiest way out?" In Relaxed Change, we realize inaction will have negative consequences but opt to take the first alternative that involves the lowest risk. This is a form of just 'satisfying' the situation. 3) The Defensive Avoidance "There's no reason for me to explore other solution alternatives." In Defensive Avoidance, we cannot find a solution and follow up by procrastinating, passing the buck or just denying any negative consequence. This is a 'denial of responsibility." 4) The Panie ' 'This is so stressful, I've got to do something - anything - to get rid of the problem." In Panie mode, we cannot deal with the situation realistically. Our judgment is so clouded that we won't be able to accept help in dealing with the problem. Now, here are the three EFFECTIVE reactions: In deciding to decide, a manager decides what to do about a problem or opportunity and takes effective decision-making steps. The manager evaluates:

1) Importance - "How high a priority is this situation?" 2) Credihility - "How believable is the information?" 3) Urgency - "How quickly must I act on the information?" Culture and values in elhieal decision-making: Ethical standards are what society accepts as good. Sanctions are imposed on those who fail to follow ethical standards and laws dictate eonsequences for those found guilty. Ethical thinking involves an intricate nrocess that must

consider the 'impact of our actions' on individuals or institutions. While most decisions are routine, we ean face an "ethical dilemma" ... when unusual situations arise. For these decisions, W. Hojnacki writes in his Three Rules

ofManagement, 2004: 1) The Rule of Private Gain. If you are the only one personally gaining from the situation, is it at the expense of another? If so, you might benefit from questioning your ethics. 2) If Everyone Does It. Who would be hurt? What would the world be like? These questions ean identify unethical behavior. 3) Benefits vs. Burden. If benefits result . . . do they outweigh the burden? We must understand values are established from childhood. Values involve emotion, knowledge, thought and ehoiee of response. It is through individual values that culture is defined and provides social guidelines for desirable standards. Values inAuenee our choices. It is imperative we appreciate eaeh other's intrinsic values. Because values are so ingrained, we are not often aware our responses in life are due to values we hold unique in our own perspectives. - Hojnacki, 2004. Without the emphasis on Ethics, organizations will miss the opportunity to reinforce responsibility for their intemal and external environments. This failure ean lead to an outcry of negative puhlie opinion, or even worse, legal issues. Mele Kalikimaka a me ka Hau 'oli Makahiki Hou! May 2016 bring you all your heart desires! A hui hou, Trustee Leina'ala ■

j LEO 'ELELE ^ > TRUSTEE MESSSAGES f

Leina'ala Ahu lsa, Ph.D. TrustEE, At-largE