?

 

Alternative Methods of Making Decisions

 

1. Say "No" It is appropriate when you cannot endure the offer but you can endure the consequences.

 

2.

 

F Persuasion > The Selling Approach: Sales people Persuade people to make decisions in their favor by selling benefits. Inability to persuade, however, leads to conflict This approach can persuade someone to say yes'. The advice to sell benefits not features. Persuasion is usually the first method we want something. When persuasion works is a fine method, but when it does not work, it often leads to tension and conflict.

 

3.

 

2lxe Problem-Solve Requires trust between parties and recognition that the problem is mutual. But candor could be used against you.

 

A Chance

 

Decide by tossing a coin,

 

5. Negotiate

 

Mutual dependence of each decision maker on the other, and involves voluntary exchange of something you want for something they want This option includes conditions as mutual dependence of each decision-maker on the other. It usually involves getting something, tangible or intangible, in return for your consent

 

6.

 

Arbitrate > when decision-makers cannot agree, third party involvement can be contemplated. The arbitrator should be acceptable to both parties and the decision must be accepted.

 

Coercion- >

 

7

 

Involves the application of pressure by informing the other party of the consequences of saying 'no', either with a friendly face or by blatant intimidation. Leads to retaliation. lo Various degrees of coercion are common in many conflict situations. Threats lie on a continuum from a gentle reminder that you have an option through to a declared intention to use violent intimidation to get your own way

 

8. Postpone

 

Buys time for emotions to settle, but may also be seen as a blocking move to refuse any agreement. Common practice of countless organizations.) countless organizations attempt to resolve fnternal disputes and isolate the traumas of disagreement by forming 'working parties' or 'subcommittees', which effectively postpone the decision long enough to secure agreement, or long enough for the parties to forget about it. In some sítuations, an attempt to postpone a decision could be interpreted as a form of coercion, or as an underhand refusal to agree e 2

 

M This is the approprlate choice when the person instructed is obliged and certain to carry out the instruction. The efficacy of instruction rests entirely on the probability of the instruction being(obeyed? If it is tenlikely to be obeyed a switch to another method is needed. Managers do not normally expect subordinates to question their instructions when their instruttions are within the terms of theirrelationship. Glvein

 

9.

 

Instruct

 

This is what we do when we accept an instruction, because it is a fair instruction or to argue would be fruitless T or nsed ten murh timex civuini in ls pot ae weak on ontian as N sametinee seems Eyerst tima wion buy ar itam