Stop Jumping to Solutions!

Unfortunately, when decisions are framed this way, the authors contend, the outcome is frequently suboptimal. An effective way to work against this, they say, is to make better use of the classic decision matrix, which allows for the comparison of different options using the same set of predefined criteria. The authors argue that the decision matrix isn't just an evaluation tool but also a process tool that can help executives extend their decision frame beyond the obvious options and criteria and help them think "out of the box." According to the authors, the decision matrix can be useful at key stages in the decision-making process to (1) frame decisions, (2) make concrete choices, and (3) communicate solutions. It allows leaders to identify potential gaps and logical flaws in their reasoning, facilitate dialogue in the executive team, and build support and buy-in in the wider organization. To expand the decision frame in a systematic way, the authors note, executives should understand two concepts: mental buckets and golden cuts. Mental buckets are vehicles for clustering similar ideas into related yet distinct categories. While brainstorming is a common way for teams to generate lots of ideas, ideas need to be organized at some point. Categorizing them into mental buckets helps people spot gaps and overlaps -in terms of both options and criteria. The cognitive act of creating new mental buckets serves to stimulate creativity.

• Stakeholder relations
• Decision making