Monthly Archives: May 2008

Mastering decision management skills

Learning is a lifelong process.  Sometimes what we think we know is the enemy of learning.  Learning starts with the admission (to ourselves) that we have a knowledge/skill gap to fill.  That takes humility or an imminent need to stand up and … Continue reading

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Criteria: Research Strategy and Study Concept

Yesterday I described the decision pattern associated with a Research Strategy.  Within the Decision Driven® Solutions Framework (DDSF), a decision pattern includes a structured set of well-framed decisions (fundamental questions that demand an answer/solution) and the typical criteria (stakeholder objectives, … Continue reading

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Decision: Research Strategy

Some of you may work in the very early stages of investigating science or translating science into new and useful technologies that create the value engine for new products.  Although most of my clients through the years have taken relatively … Continue reading

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When should I use problem analysis?

Even though problem analysis involves a completely distinct thinking process than decision-making, I often have to clarify this distinction before I can move folks to get on with the decisions that will create their future.  See my April 17 blog … Continue reading

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Efficient RFPs

A Request for Proposal (RFP) is a very common method of selecting suppliers for components, services or capabilities.  From a human thinking perspective, an RFP is ALWAYS just a data-gathering tool for informing a decision or set of tightly-coupled decisions.  … Continue reading

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Models inform decisions

I often repeat the claim that decisions provide the context (superstructure, framework, skeleton, glue) for all other future-focused information.  Decisions create the future and anything that exists (as far as humans can reach) flows from conscious or unconscious decisions on … Continue reading

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Some assembly, er training required

My primary motivation behind creating the Decision Driven® Solutions Framework (DDSF) was to pass on some really valuable skills and concepts to a much broader audience than I could ever reach using a traditional consulting model.  In a large company, high … Continue reading

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