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Our Decision Making Expertise

1950’s Decision Making Lineage In the mid-1950s, Chuck Kepner and Ben Tregoe were conducting research for the Rand Corporation Corporation in California. They identified that a person’s success in decision making was not based on their experience, tenure or level in a company.   Rather effective decision makers who were able to more quickly spot problems, evaluate choices, and think ahead to risk -  was based on their ability to gather, organize and analysis data using a process or set of steps.  In addition, the best decision makers who employed a “common process” to resolve issues were better able to articulate their thinking to others – making them more effective as executives or leaders.		2012 - Thinking Dimensions Today Since that start in the mid-1950s, Chuck Kepner continues to develop and learn from his experiences.  In the late 80’s he partnered with Mat-thys Fourie to build on this  original thinking and incorporate new  intuitive and creative components to the dimensions of decision making.    At the heart of their work was the understanding that the most critical role of an executive or manager is their ability to process and articulate their decisions.  Decision making – whether looking at issues that involved past, present or future concerns – is made up of  the same  divergent / convergent thinking pattern. Because of this finding – the foundation of resolving any issue is distilled down to the quality of the decision making processes. Companies must invest and develop the most basic building block of performance – decision making. Today Thinking Dimensions (TD) continues to leverage its roots on decision making to assist clients in resolving strategy, ITRCA and applied training issues.

Better strategic and operational performance comes down to the effectiveness of an organization's people to make and implement their decisions. By employing a common framework - to leverage relevant content, the appropriate range of analytics, the right people and expertise  - turns the seemingly complex issues we help clients address into ones that are simplified, actionable and above all else -  leverages the thinking of the organization.

Linking our lineage to the context and intent of decision making enables us to provide a singlestarting point to ask questions, transfer skills,  and effectively resolve client issues. Knowing the right questions to ask is the foundation of our process consulting work with clients.

		Poor Decisions Destroy a Company's Ability to Drive Performance Five Steps to Ensure Your Organization Improves its Decision Making
		CEO’s and Senior Leadership must remove the barriers that lead to poor decisions and invest in decision making as a fundamental management competency that drives strategic value and sustainability.  more
		By Tim Lewko
		Why Half of Decisions Fail? Managers Need Information to Solve Problems, and Most of Them Do Not Know How to Get It
		The most common source of wasted time, effort, scarce funds, and lost opportunities in any kind of organization or in any kind of activity are those decisions that aren’t good and don’t work as well as they should.
		By Chuck Kepner