Decision Dynamics StyleView

 

Decision styles are learned habits of thinking. Like our styles of writing, talking, dressing, or playing games, we learn to make decisions in school, at work, in leisure time activities, and from following the examples of others. Because of diverse backgrounds and experiences, people learn varied styles of decision making. Each style has its strong and weak points. So, a particular style of decision making is "good" or "bad" only insofar as it either fits or fail to fit the demands of a situation.

The Decision Style Model has two basic parts that together show how people may differ from one another in regards to managing decisions. One part deals with the amount of information a person typically uses in problem solving and decision making. The other part deals with focus whether a person typically zooms in one course of action, or generates a variety of alternatives and options. By combining the two modes of information use and the two focus modes, we can identify several fundamentally different decision styles. Experience indicates an individual will use one or two of these styles more frequently than the others. However, they probably will use the others also on occasion, even if only very rarely.

Decisive - Fast, action-oriented, efficiency-minded

Flexible - Fast, action-oriented, adaptable

Hierarchic - Analytic, methodical, logical, quality

Integrative - Analytical, exploratory, creative

Being able to diagnose others' decision styles and knowing how to adjust to each style can aid in selecting people for particular jobs, designing decisionmaking procedures and making presentations. Knowledge of the strengths and weaknesses of each style helps the manager make appropriate task and team assignments. Sizing up the style demands of a job enables a manager to pinpoint developmental actions that can prepare people for new responsibilities.

 

 

Individual Profiles - Decision Styles:

  • StyleView™ Decision Style Report: communication and decision-making
  • StyleView™ Developmental Report: defined competence need

 

Individual Profiles - Emotional Behaviors:

  • StyleView™ Emotional Behaviors: leadership and co-operation

 

Individual Profiles - Complexity Motives:

  • StyleView™ Complexity Motives Report: motivation thieves and development potential in job tasks

The individual profiles are used with staffing, feedforward sessions, career counsellng, and coahing at all levels in the organization as well as in leadership training. Also for competence planning, succession planning and talent management.

 

Group- and organization profiles:

  • StyleView™ Grupp: group communication, decision making and co-operation
  • StyleView™ Culture: communication culture

The Group- and organization profiles are used with business planning, organizational development and strategic succession planning.