Welcome
Hello all:
The months that have passed have been tumultuous in the changes that have wrought to the way we have managed ourselves, our families and our budgets. it may have been an even greater change on how companies operate from the C-Levels to the daily hum drum of screwing in a bolt.
Gone is the lethargy and effects of an Abilene paradox, even in the largest of corporations, the inevitable momentum that usually decided the inevitable course of action has been replaced by one of hurriedly pulling one out of a stupor and spurring employees into action.
While day to day activity may not have changed that much, realignment with new goals, for example making sure sales does not suffer at the altar of margin and knowing your customers intimately and becoming wise to the more than evident: like frequent shopping does not mean large purchases absolutely.
In all the myriad of activity that are engaged in daily, decisions are made – well, decisions are not absolute and always involve the probability of success or failure. In making these decisions the information that is the basis of the decision is also tainted by time, by repetition and interpretation and by timeliness.
Into this concoction of information, assessment and action and goals, we also get happenstance, karma, a bolt of lightning; whatever you may call it and aberrant happening that may interfere with a normal decision cycle.
There is then a probability of quality of information, soundness of judgment in a decision and the bolt of lightning that will steer us the undesired may, missing our exit and ending up stuck at a light. We cannot presume to be able to embrace the bolt of lightning into our consideration, but we can derive chances of success and failure by assessing what we expect (intuition) to happen – intuition or insight may be derived from experiential inference or information. A lot of information is available and accessible to us and to our systems. of course a good manager will always say it depends – on motivation, on skills, on other things staying how he/she expected them for the decision to play out the way they thought, of course this is conditions and and expectation is conditional.
Of course we can say that based on the number of contributing factors the probability of a decision outcome being predictable will fluctuate. the more contributing factors the more ‘unstable’ the decision.
In this blog we will try to interpret and discuss opinions, contribute theories, view what we know about managing the fluctuations, impact of informational currents on our decisions and thereby reducing the risk of them going awry by too much.
Now due to the quantum of data available, the ability for systems to reach out and sum that data, we have scientific methods to dredge and organize that information so that we identify the most probable risks and plan for them.
