Topic 7 Methods and Approaches in the Decision Making Process

Systematic decision making by the DECIDES method

Krumboltz & Hamel (1997) developed an approach to systematic decision-making, naming it by the easy-to-remember abbreviation DECIDES. It is a systematic analysis of the problems:

1.Define the problem. Defining the problem. What decision should be made?

2.Establish an action plan. How will the client make this decision?

3.Clarify values. What and how is most important for the client?

4.Identify alternatives. Finding alternatives. What are the alternatives that the client can choose from?

5.Discover probable outcomes. Discovering possible results. What are the most likely outcomes of following an alternative?

6.Eliminate options systematically. Systematic elimination of options. Which of the alternatives will not correspond to the client’s values ​​or the respective situation? Which is the least likely to succeed?

7.Start action. What does the client need to do to put the plan into practice?

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Positive Uncertainty

Another approach to decision-making, which is not as systematic as the above, can be used to clarify obstacles and take action. H. B. Gelatt (1991) describes the theory of Positive Uncertainty, arguing that if you want to be completely sure, you will never be able to make a decision. In addition, if you make too firm a decision, you will not have the flexibility to change the situation if necessary. Two types of attitudes are very important for this model:

  • accepting the uncertainty of the past, present and future;
  • positive attitude towards this uncertainty.

The four paradoxical principles of this theory are:

  1. Be focused and flexible about what you want.
  2. Be aware, but also doubt what you know.
  3. Be objective and optimistic about what you believe in.
  4. Be practical, but also use magic in what you do.

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