Should learners be involved in making the class rules? Why?
How to Make Good Decisions Unlike the strategies used in the previous section which tell you what to do, it is possible to learn how to make good decisions. [ [ It is possible to learn the process of making good strategic decisions by practiced deciding. This Web site is about practiced deciding, to which you must give enough thought. You will learn how to use your own abilities within a focused
and structured decision process to actively and pro-actively make decisions. Active decision-making involves a responsible choice that you must make, while pro-active decision making is the practice of making decisions in advance just like "in the case of fire". Decision Problems or Decision Opportunities: At one time or another, organizations develop an over-abundance of decision problems. Sometimes they can be linked to organizational trauma, like down sizing, budget restraints or workload increases, but sometimes they evolve over time with no apparent triggering event. Increased complaining, a focus on reasons why things can't be done, and what seems to be a lack of active role characterize the "problem" organization. If the manager is walking negative and talking in a negative way, staff will follow. In many instances we forget to find positives. When an employee makes an impractical solution, we are quick to dismiss the idea. We should be identifying the effort while gently discussing the idea. Look for small victories, and talk about them. Turning a problem into an opportunity is a result of many little actions. Provide positive recognition as soon as you find out about good performance. Do not couple positive strokes with suggestions for improvement. Separate them. Combining them devalues the recognition for many people. It is easy to get caught in the general complaining and bitching, particularly in customers' complains. Decisions are an inevitable part of human activities. It requires the right attitude. Every problem, properly perceived, becomes an opportunity. In most situations the decision-maker must view the problems as opportunities rather than solving problems. ]
There are no new answers.