Dwi purnomo

Decision styles Preferensi untuk tipe informasi khusus, cara memproses informasi ini, action focus, dan action tipe.

Membangun gaya-gaya keputusan (1) Dominant considerati on Action focus Dominant process Secondary process Decission style Implement ation style ThinkingExternalExternally focused thinking Data with judgement ProceduralPersuasion Possibilities with judgement EvaluativePersuasion InternalInternally focused thinking Data with perception OrderedTuning Possibilities with perception IntellectualTuning

Membangun gaya-gaya keputusan (2) Dominant considerati on Action focus Dominant process Secondary process Decission style Implement ation style FeelingExternalExternally focused feeling Data with judgement PoliticalPersuasion Possibilities with judgement MediatorPersuasion InternalInternally focused feeling Data with perception FlexibleTuning Possibilities with perception CommittedTuning

Membangun gaya-gaya keputusan (3) Dominant considera tion Action focus Dominant process Secondary process Decission style Implement ation style SensationExternalExternally focused sensing Thinking with perception TraditionalBrokering Feeling with perception RelationalBrokering InternalInternally focused sensing Thinking with judgement EmpiricalInfluencing Feeling with judgement AnecdotalInfluencing

Membangun gaya-gaya keputusan (4) Dominant considera tion Action focus Dominant process Secondary process Decission style Implement ation style IntuitionExternalExternally focused Intuition Thinking with perception VisionaryBrokering Feeling with perception Proselytizin g Brokering InternalInternally focused Intuition Thinking with judgement IconoclasticInfluencing Feeling with judgement Comperativ e Influencing

Karakteristik-karakteristik Gaya Keputusan (1) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style External ly focused thinker Reasoni ng & analysis Procedu ral Judgem ent by means of data Factuall y discribe d realities Caution, rule, adheren ce Conserv atism Persuasi on Evaluati ve Judgem ent by means of intuition The consequ encies of possibili ties Quick study of implicat ions Ignoring off fact- based advice Persuasi on

Karakteristik-karakteristik Gaya Keputusan (2) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style Internall y focused thinker Operant principl es OrderadPercepti onby means of data Data that give order and meaning RealismEconom y of effort Tuning Intellect ual Percepti onby means of intuition Unique & ingenio us options Develop ment of all possible qualific ations Failure to deal with implem entation problem s Tuning

Karakteristik-karakteristik Gaya Keputusan (3) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style External ly focused feelers People’s sentime nts PoliticalJudgem ent by means of data Tangibl e views of key people Reconci liation of opposin g views Acting on wrong assumpt ions Persuasi on Mediato r Judgem ent by means of intuition Ways to harmoni ze Human relations skills Preoccu pation with approva l Persuasi on

Karakteristik-karakteristik Gaya Keputusan (4) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style Internall y focused feelers Personal values FlexiblePercepti on by means of data People’s values Creation of flexible arrange ments Commit ment to needs of the moment Tuning Commit ted Percepti on by means of intuition What’s right Develop ment of personal views & beliefs Slownes s to act Tuning

Karakteristik-karakteristik Gaya Keputusan (5) Domina nt process Warrant applied Decisio n style & code Seconda ry process Key consider ation Key traits Weakne ss Implem entation style Externall y focused sensates Testimon y of the sensates Tradition al Perceptio n by means of thinking Practical action Concentr ation on variation s of what is known Possibeli ties overlook ed Brokerin g Relation al Perceptio n by means of feelinjg TactMaintena nce of good relations Tough choices deferred Brokerin g

Karakteristik-karakteristik Gaya Keputusan (6) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style Internall y focused feelers Personal store of facts Empiric al Judgem ent by means of thinking Facts that contain inferenc es Use of experim ent & observat ion Wary of change Influenc ing Anecdot al Judgem ent by means of feeling Personal experien ce Recall of incident s & anecdot es Finding an appropri ate precede nt Influenc ing

Karakteristik-karakteristik Gaya Keputusan (7) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style External ly focused intuitive s Emergin g possibili ties Visionar y Percepti on by means of thinking New ideas Unpredi ctability, indepen dence Finding best ideas Brokeri ng Proselyt izing Percepti on by means of feelinjg Making converts Many projects Squande r energies on diversio ns Brokeri ng

Karakteristik-karakteristik Gaya Keputusan (8) Domin ant process Warran t applied Decisio n style & code Second ary process Key conside ration Key traits Weakn ess Implem entatio n style Internall y focused intuitive s Inspirati on about what could be Iconocla stic Judgem ent by means of thinking New arrange ments Individu alism Commit ment to constant change Influenc ing Coopera tive Judgem ent by means of feeling Eliciting cooperat ion toward goal Getting peers to understa nd & approve Internal compro mise of innovati on Influenc ing

Tipe-tipe Konflik PEvOIPolMFCTREAVPinIcoCo P Ev O I++-- Pol M F+++-+ C T+++-- R+++ E+--- A+-- V+-+ Pin+-- Ico+- Co+

Key Points Ciri-ciri khusus dari ke-16 gaya keputusan memberikan masukan untuk mengantisipasi konflik. Koalisis dan grup dapat dibentuk untuk membuat keputusan dari perspektif-perspektif yang saling melengkapi. Jika koalisis atau grup ini di manage dengan baik maka akan didapatkan keputusan –keputusan yang sangat baik. Kadang diperlukan untuk mengembangkan dialog dari berbagai perspektif untuk membuat keputusan-keputusan sulit/berat. Dalam hal ini ada dua masalah : self reflection dan team building. Pertama, manajer harus sadar akan keberagaman dalam pendekatan keputusan yang sedang berjalan, harus memahami human relation, adaptasi dan ionovasi, perencanaan dan pengendalian untuk mencapai hasil keputusan secara efektif. Yang kedua, mempunyai pengetahuan saja tidak cukup untuk meng create sintesa. Dan sintesa lebih mungkin dihasilkan bila anggota kelompok mempunyai perspektif/gaya keputusan yang berbeda- beda. Yang kemudian dikembangkan dialog untuk mencapai keputusan yang baik.