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Erika Ratcliffe, Kepner tregoe

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Using a structured decision-making process is hugely popular in corporations for two common yet critical types of decisions: capital expenditures and hiring. Indeed, in many of our client organizations, these are two areas that require use of KT Decision Analysis as standard procedure. That’s not to minimize the value of an analytic approach to organizing all kinds of decision making. But capital expenditures require a huge financial commitment that can call for diverse input and demand a detailed record of the factors that guide a decision in order to secure funding and justify the expense.

Hiring decisions are a big commitment too with their own set of challenges. Objectives for personnel decisions must be clear, visible and documented. The right hire needs to be done within the context of what needs to be accomplished. Making good hiring decisions depends on three elements: the quality of our definition of specific factors that must be satisfied, the quality of our evaluation of the available alternatives and the quality of our assessment of the risks associated with those alternatives.

Why Learn in the Flow of Work?

Situation Appraisal:

This critical thinking technique helps to impose order when faced with disorder, uncertainty, or confusion. Workshop participants learn to establish priorities and decide when and how to take actions that make good sense and produce good results. When faced with difficult situations/projects or just managing day-to-day planning, Situation Appraisal helps to clearly define and prioritize issues. This leads to planning the appropriate actions that will yield the best results in a timely manner.

 

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