Our conversation, titled “Poor decisions: how our government can avoid terrible mistakes by rethinking its decision-making architecture”, started with an interactive presentation led by our guest speaker and was followed by a discussion with the participants.įor further information on Olivier Sibony’s work, follow him on Twitter or visit oliviersibony. We can be too impulsive or too deliberate for our own good one moment we hotheadedly let our emotions get. He has published numerous articles on this topic, notably in the Harvard Business Review and the MIT Sloan Management Review. From the Magazine (January 2006) When we make decisions, we’re not always in charge. His work focuses on the effect of cognitive and behavioural biases, in particular on strategic decision making, innovation and transformation. He is also a lecturer at Polytechnique, ENA, and various other European academic institutions, where he teaches strategy, decision-making and problem-solving techniques. Sibony is a Professor at the Strategy and Corporate Policy Department of HEC Paris and an Associate Fellow at the Saïd Business School at Oxford University. Remember that the most powerful people at your company are rarely on the ground doing the hands-on work. Sunstein, will be published in May 2021 (pre-orders available here) Great decisions are made as close as possible to the action. His upcoming book, Noise: A Flaw in Human Judgment, co-authored with Daniel Kahneman (Nobel Prize in Economics) and Cass R. But for most of us, the decisions that drain us are the ones that we make over and over and over again. There will always be decisions that pop up each day that you can’t plan for. He is the author of ‘You’re About To Make a Terrible Mistake!’ for which he received the Manpower - HEC Paris Foundation Grand Prize for the best management book of the year. 5 Ways to Overcome Decision Fatigue and Boost Willpower. Increasing evidence suggests that older adults, even those without dementia, often make poor decisions and are selectively vulnerable to scams. No one could be better placed to speak about good decisionmaking in government than Olivier Sibony. Objective: Decision making is an important determinant of health and well-being across the lifespan but is critical in aging, when many influential decisions are made just as cognitive function declines. That is, by rethinking the procedures we use to arrive at decisions, we can reliably avoid walking into the many traps that lure even the brightest and most experienced decisionmakers. Larger groups inhibit overt disagreement more than smaller groups. A group should strive to remain completely open to input. Our guest Olivier Sibony argues that civil servants can avoid terrible mistakes by rethinking their decision-making architecture. The best size for a decision making group is the smallest size capable of performing the task effectively. Impaired judgement, though difficult to quantify, can lead one to engage in risky behavior and lead to poor outcomes for one’s health and social standing. It’s even tougher in a pandemic, when confusion reigns and reliable information is hard to come by. Alcohol use can affect the brain and body in complex ways, potentially altering one’s behaviors and leading to negative outcomes. But making good decisions is tough under the best of circumstances. We all consciously make bad decisions sometimes.
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