HBR January 2006 Review

 

For those of use in small to medium-sized businesses without formal business training, Harvard Business Review can be an intimidating read with much content that is foreign and/or irrelevant.  However, there is usually something for us in every issue.  In addition, practicing the discipline of reading/studying information that is outside our comfort level is a great way to pursue our own ongoing development.

 

The January 06 issue of HBR is entirely devoted to decision-making.  this is certainly relevant for any business leadership, regardless of the size of the business.  The articles I found most relevant were as follows:

 

1.  Article on the neuroscience of decision-making.  We all use the same equipment (brain) to make decisions and it's a good idea to read or re-read the user manual periodically.  I also love the way that the authors use the phrase "dog brain"...I am a veterinarian, after all.

 

2.  Article on improving the process of decision-making from an organizational perspective titled "Who Has the D?".  Improve the process is always good advice.

 

3.  Article on making better decisions from the authors of Getting It Right which I've recommended previously in the Good Reads section.  This information is classic and foundational.  If you haven't read the book, read the article.

 

4.  Article by Ram Charan on changing your organization's culture to that of better implementation, once decisions are made.  All of the good decisions in the world don't really matter if there isn't implementation, eh?  One of my favorite tools for implementation is to put plans (intentions) into writing on a regular basis.  Ther very act of writing soemthing down is a form of commitment.  Then developing a systematic manner of followup or review of the written plans helps to keep things from slipping through the cracks.  Do you produce written management reports? Do you request them from your managers and/or supervisors?  If not, give it a whirl.  If you're an owner, try writing reports for your management team to review.  It's a fantastic discipline.

 

In summary, if you're a manager or owner or other business leader, your development path should focus on developing a variety of business skills.  Among the areas for possible focus, I'd list critical thinking, decsion-making and implementation as some of the key ones.  This issue is a great overview of some of the components of these areas.