Introduction
In life we are always put in situations of making decision. The decisions are faced by challenges such as choices, which one must make. Some decisions however are simple and mundane; we solve them without taking a lot of interest. Involved decisions include: waking up, preparing and leaving home for a class or work (Karner, 2007). Such decisions are made through an automatic process that is better known as the decision rule, where the decisions themselves are termed programmed decisions. In organizations, more complex decisions are made and much care needs to be involved to ensure that the decision is valid to the goals. The decisions can be classified into three; strategic decisions, tactical decisions and operational decisions (Karner, 2007).
Strategic decisions are decisions that are made by higher hierarchies of management and board of directors. They affect bigger issues of the organization such as changing line of production or dissolving organizations and they affect long term running of the business. Tactical decisions are decisions that are made by managers and supervisors. They are also made by professionals in the field where the decision is affecting. The tactical decisions are decisions about the way things are to be done. Thirdly, we have decisions employees make about how they will do their jobs; the operation decisions. In most cases, they are very short term and almost mundane.
Thesis statement
Decisions are an important part of the day to day and the vision of the organization. They help achieve positive progress by bringing in new ideas and rectifying past mistakes. There are several models, techniques and approaches of making decisions. My paper examines one of the ways of making decisions, and gives a case study where such a model has been implemented successfully.
Using creativity in decision making
This involves the application of an original idea in the process of decision making. Careful steps have to be followed when bringing in creativity, since trying something new is always a risk. The process involves: problem recognition. The problem must be clearly understood. Secondly, the decision makers get immersed into the issue. This involves taking steps of researching on such problems and ways that have been used, effectively or ineffectively to solve them. Thirdly, there is the incubation. This is the process where there is slow development of ideas without any implementations. The forth part is the illumination step. Here all ideas generated are brought to light and one is chosen. Lastly, verification and application of the most suitable idea occurs (Charner, Cooper, & Rhodes, 1978).
Creativity has three dimensions: Fluency, originality and flexibility. The decisions made have to be in a capacity of taking suggestions, without being selfish with his/her own idea. It has to be original. The idea should be flexible. It should be still of importance even after changes have been made in the field it is affecting (Karner, 2007).
One of the most creative decisions I have made is a case where I had to sacrifice time for my studies. I realized that I am consuming a lamp sum period of time on my laptop in the school Wi-Fi and laptop. I made a decision that only few students could make: I sold my laptop and bought a desktop and a modulation and demodulation device. The desktop remains in my room and at school I remain without much access to a networked computer.
Conclusion
In decision making, creativity is an essence; otherwise, the organization will still be dwelling in its past mistakes. Very conservative organizations end up in losses, since management and working formulae are constantly changing on daily basis (Charner, Cooper, & Rhodes, 1978). The process of decision making with implementation of creativity should proceed with utmost care to avoid getting organizations into losses.
References
Kaner, S. (2007). Facilitator's guide to participatory decision-making. John Wiley & Sons.
Charnes, A., Cooper, W. W., & Rhodes, E. (1978). Measuring the efficiency of decision making units. European journal of operational research, 2(6), 429-444.
