The Secret to Better Decisions

Written by David Brewster


Ever noticed how little decisions can take just as long as big ones? How it can take just as much effort to decide what colour to paint your bedroom as it does to decide which model of car to buy?

At first this doesn't make sense. Surely we should take a lot longer over a decision to spend $40,000 on a car than $40 on a tin of paint? But often we don't - and there is a simple reason why.

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Let's explore these two examples.

The hardest thing about deciding on a paint colour for any purpose is that we can't actually seerepparttar result until we have maderepparttar 106402 investment (in time and/or money) and finishedrepparttar 106403 job.

Those of us with an untrained eye know only too well that, despite test-pots and computer simulations, initial perceptions can be very different fromrepparttar 106404 reality which strikes asrepparttar 106405 last few roller strokes are made.

Contrastrepparttar 106406 car. This is easy to visualise. A test-drive puts us behindrepparttar 106407 wheel of a brand new car. A car which is clean, shiny and devoid of crumbs and wrappers all overrepparttar 106408 floor. A car without rattles. A car with that characteristic 'new car' smell.

The perception created by advertising becomes reality, our emotions kick in and we just want to keep on driving. Before we know it we are signingrepparttar 106409 papers!

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The key difference between these two examples is notrepparttar 106410 relative size ofrepparttar 106411 decisions, nor differing levels of emotional investment.

The key difference isrepparttar 106412 contrasting degrees of CLARITY aboutrepparttar 106413 ultimate outcome atrepparttar 106414 timerepparttar 106415 decision is made. Inrepparttar 106416 case ofrepparttar 106417 car,repparttar 106418 test-drive experience provides almost surreal clarity well before we need to make a decision, hence 'easy' decision. Inrepparttar 106419 case of colour choice, clarity is not achieved until well afterrepparttar 106420 decision has been made: 'hard' decision.

Knowledge Management made Simple

Written by David Brewster


'Knowledge Management' is Big and Now. The wide coverage of 'KM' inrepparttar management literature could easily give yourepparttar 106401 impression that it is a 'big business' issue requiring expensive, technology-based solutions. In truth, knowledge management is a new name for an old challenge facing businesses large and small.

So what is 'Knowledge Management' and what are its implications for people in smaller businesses?

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To understand 'knowledge', we need first to define its off-sider, 'information'. Information, simply put, is anything that has been documented. Books, manuals,repparttar 106402 world wide web, databases, software help files - all these contain information. Information is tangible, but it requires conscious effort to access it.

Knowledge, by contrast, is information that has been embedded in our minds and which can be drawn on virtually instantly. Knowledge gives usrepparttar 106403 capacity to act - without reference to external information.

Lets look at gardening as an example.

There is limitless information out there designed to make green-thumbs of us. But 'knowing' how to be a good gardener cannot come from a book. It comes from a combination of hands-on experience, information and drawing onrepparttar 106404 knowledge of others.

Diagnosingrepparttar 106405 problem withrepparttar 106406 sick plant inrepparttar 106407 back corner can be a bit like negotiating a maze. Information gives us lots of potential paths to follow, and may get us there inrepparttar 106408 end, but we will encounter a number of dead-ends alongrepparttar 106409 way. Knowledge gives usrepparttar 106410 ability to ignorerepparttar 106411 false paths and takerepparttar 106412 shortest route torepparttar 106413 answer.

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