The Secret to Better Decisions

Written by David Brewster


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Business decisions can, of course, be much more complex than these examples. To be made effectively, business decisions can require considerable analysis, review and consultation. A host of decision-making tools have been developed to assist this process.

But business is also characterised by numerous small, day-to-day decisions. These can be just as taxing onrepparttar resources of decision makers if there is not clarity of purpose or direction.

Well-run businesses know this. They make significant investment up-front in clarifying and communicating their purpose. They establish systems and processes, rules and guidelines which give people at all levelsrepparttar 106402 clarity and confidence to make good, quick decisions themselves. As a result, routine decisions get made more quickly, leaving more time for proper consideration ofrepparttar 106403 truly big ones.

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Effective decision making is a big topic which cannot be covered sufficiently in an article of this length. In future articles we will return to this topic and look at some ofrepparttar 106404 tools and processes which can enable better decision making. Inrepparttar 106405 meantime, your thoughts onrepparttar 106406 issue would be most welcome: feedback@businesssimplification.com.au

© David Brewster, March 2002

David Brewster runs 'Business Simplification' and writes, talks and coaches on reducing the complexity of business and achieving greater clarity and effectiveness


Knowledge Management made Simple

Written by David Brewster


Continued from page 1

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For business,repparttar challenge of 'Knowledge Management' is all about trying to capturerepparttar 106401 knowledge of our people and embed it within our organisation. This reduces reliance on key individuals and makesrepparttar 106402 business more 'scalable'. It also saves time and effort as identical problems aren't solved and re-solved over and over again.

Knowledge sharing isrepparttar 106403 ultimate 'win-win'. No matter how many times we share our knowledge with others, we still get to keep it for ourselves.

This doesn't make knowledge management easy to do. There are no short-cuts. It takes time and effort. (That's why apprenticeships take three or four years.)

While technology may have a role to play in enhancing Knowledge Management, it is ultimately a people issue. It needs trust, an open environment and plenty of direct interaction. It needs forums for people to share their experiences and perspectives.

The growth ofrepparttar 106404 Knowledge Management industry has occurred in part because organisations are realising thatrepparttar 106405 knowledge of their people makes up a large part their value. The starting point is creation ofrepparttar 106406 time, space and environment for knowledge sharing to happen. It may be no more than a loosely structured version of Friday afternoon drinks.

(For further reading and five thoughts on how to promote knowledge sharing, visit http://www.businesssimplification.com.au/km.htm)

© David Brewster, February 2002

David Brewster runs 'Business Simplification' and writes, talks and coaches on reducing the complexity of business and achieving greater clarity and effectiveness


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