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Can we teach how to make good judgements in Business Schools

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Archive User01-09-2002 15:17

  • 1.  Can we teach how to make good judgements in Business Schools

    Posted 01-04-2002 16:13
    Managers and CEOs are paid to make good decisions, because one bad decision
    has the potential of ruining the buiness.

    There are many courses on problem solving and decision making processes.
    However, I am talking about making good judgements in day-to-day
    interactions and in high dynamic and kinetic engagements.

    I have witnessed again and again that when leaders misread a very fluid
    situaiton, or misjudge the the characters involved in the engagement, they
    end up making very bad decisions.

    Some people believe that good judgements are based on intuition and
    creativity -- it is same thing possessed by very talented leaders, but it
    cannot be taught. Is there any research refuting or supporting this view?


  • 2.  Can we teach how to make good judgements in Business Schools

    Posted 01-04-2002 16:55
    The Open University has been offering a Creative Management module as
    part of their post experience MBA programme. Many students regard
    it as one of the most rewarding modules and will often cite the
    improvement and success it has brought to their own organisations.
    These have included public and private sector; one man businesses,
    SMEs and multinationals.

    I would suggest that a look at the course materials will suggest that
    creativity leading to innovation can be taught.

    Best wishes,

    John




    John Milliken
    School of Business, Retail & Financial Services
    University of Ulster
    Coleraine
    N. Ireland
    BT52 1SA

    j.milliken@ulst.ac.uk


  • 3.  Can we teach how to make good judgements in Business Schools

    Posted 01-05-2002 07:48
    Dear all,


    I feel reading lot of novels and seeing good movies help in this.


    With best wishes for a Happy New Year and

    With regards,


    A. Sreekumar.
    (Fellow of IIM Ahmedabad)

    Professor, Faculty of Management Studies, Goa University, Goa 403206 INDIA

    Phone 91-832-454350/452769 Fax 451184

    ----- Original Message -----
    From: Paul Wong <wong@twu.ca>
    To: <MG-ED-DV@MAELSTROM.STJOHNS.EDU>
    Sent: Saturday, January 05, 2002 2:42 AM
    Subject: Can we teach how to make good judgements in Business Schools


    > Managers and CEOs are paid to make good decisions, because one bad
    decision
    > has the potential of ruining the buiness.
    >
    > There are many courses on problem solving and decision making processes.
    > However, I am talking about making good judgements in day-to-day
    > interactions and in high dynamic and kinetic engagements.
    >
    > I have witnessed again and again that when leaders misread a very fluid
    > situaiton, or misjudge the the characters involved in the engagement, they
    > end up making very bad decisions.
    >
    > Some people believe that good judgements are based on intuition and
    > creativity -- it is same thing possessed by very talented leaders, but it
    > cannot be taught. Is there any research refuting or supporting this view?


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  • 4.  Can we teach how to make good judgements in Business Schools

    Posted 01-05-2002 09:56
    You ought to read the work of Paul Nutt. Paul has several books and
    numerous articles out on top management decision making.
    His claim is that 50% of all top mgt decisions fail., suggesting that all the
    work we do trying to train managers to make better decisions may or may
    not succeed better than chance. For reasons why, consult his
    work. Methodologies are controversial but it will get you going in a direction.

    Roy Lewicki

    >Managers and CEOs are paid to make good decisions, because one bad decision
    >has the potential of ruining the buiness.
    >
    >There are many courses on problem solving and decision making processes.
    >However, I am talking about making good judgements in day-to-day
    >interactions and in high dynamic and kinetic engagements.
    >
    >I have witnessed again and again that when leaders misread a very fluid
    >situaiton, or misjudge the the characters involved in the engagement, they
    >end up making very bad decisions.
    >
    >Some people believe that good judgements are based on intuition and
    >creativity -- it is same thing possessed by very talented leaders, but it
    >cannot be taught. Is there any research refuting or supporting this view?


  • 5.  Can we teach how to make good judgements in Business Schools

    Posted 01-05-2002 21:17
    I am sure the suggestions already given are helpful.
    I have one of my own.

    To make good decisions, one should remove one's own
    interests FIRST. I think many CEOs think first of
    whether the decision will make them "look good" before
    they think of whether the decision is good for the
    organization.

    To remove one's own interests takes some doing. I
    recommend meditation and perhaps some study of how to
    quiet those "chatterboxes" in our heads. If the CEO
    (or the Business student who wants to be a CEO) is
    worth anything, she/he will be able to apply the
    knowledge to the situation, think of the future of the
    organization, and make a good decision.

    I know this is not according to conventional wisdom,
    but I believe it works best.

    Edryce

    --- "Roy J. Lewicki" <lewicki_1@cob.osu.edu> wrote:
    > You ought to read the work of Paul Nutt. Paul has
    > several books and
    > numerous articles out on top management decision
    > making.
    > His claim is that 50% of all top mgt decisions
    > fail., suggesting that all the
    > work we do trying to train managers to make better
    > decisions may or may
    > not succeed better than chance. For reasons why,
    > consult his
    > work. Methodologies are controversial but it will
    > get you going in a direction.
    >
    > Roy Lewicki
    >
    > >Managers and CEOs are paid to make good decisions,
    > because one bad decision
    > >has the potential of ruining the buiness.
    > >
    > >There are many courses on problem solving and
    > decision making processes.
    > >However, I am talking about making good judgements
    > in day-to-day
    > >interactions and in high dynamic and kinetic
    > engagements.
    > >
    > >I have witnessed again and again that when leaders
    > misread a very fluid
    > >situaiton, or misjudge the the characters involved
    > in the engagement, they
    > >end up making very bad decisions.
    > >
    > >Some people believe that good judgements are based
    > on intuition and
    > >creativity -- it is same thing possessed by very
    > talented leaders, but it
    > >cannot be taught. Is there any research refuting or
    > supporting this view?


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  • 6.  Can we teach how to make good judgements in Business Schools

    Posted 01-05-2002 23:03
    I want to thank all of you for your helpful suggestions. However, what I
    was trying to get at in my original posting is some illusive leadership
    quality which may be called intuiion, insight, or crative genius. CEOs who
    possess this kind of quality are able to judge people accurately, have a
    deep understanding of all the issues involved, and make sound, snap
    decisions in very fast-moving, complex situations which do not allow time
    for rational analysis or consultatnion. My question is: Can we teach this
    kind of leadership quality in Business Schools?

    -----Original Message-----
    From: Edryce Reynolds
    To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    Sent: 1/5/2002 6:17 PM
    Subject: Re: Can we teach how to make good judgements in Business Schools

    I am sure the suggestions already given are helpful.
    I have one of my own.

    To make good decisions, one should remove one's own
    interests FIRST. I think many CEOs think first of
    whether the decision will make them "look good" before
    they think of whether the decision is good for the
    organization.

    To remove one's own interests takes some doing. I
    recommend meditation and perhaps some study of how to
    quiet those "chatterboxes" in our heads. If the CEO
    (or the Business student who wants to be a CEO) is
    worth anything, she/he will be able to apply the
    knowledge to the situation, think of the future of the
    organization, and make a good decision.

    I know this is not according to conventional wisdom,
    but I believe it works best.

    Edryce

    --- "Roy J. Lewicki" <lewicki_1@cob.osu.edu> wrote:
    > You ought to read the work of Paul Nutt. Paul has
    > several books and
    > numerous articles out on top management decision
    > making.
    > His claim is that 50% of all top mgt decisions
    > fail., suggesting that all the
    > work we do trying to train managers to make better
    > decisions may or may
    > not succeed better than chance. For reasons why,
    > consult his
    > work. Methodologies are controversial but it will
    > get you going in a direction.
    >
    > Roy Lewicki
    >
    > >Managers and CEOs are paid to make good decisions,
    > because one bad decision
    > >has the potential of ruining the buiness.
    > >
    > >There are many courses on problem solving and
    > decision making processes.
    > >However, I am talking about making good judgements
    > in day-to-day
    > >interactions and in high dynamic and kinetic
    > engagements.
    > >
    > >I have witnessed again and again that when leaders
    > misread a very fluid
    > >situaiton, or misjudge the the characters involved
    > in the engagement, they
    > >end up making very bad decisions.
    > >
    > >Some people believe that good judgements are based
    > on intuition and
    > >creativity -- it is same thing possessed by very
    > talented leaders, but it
    > >cannot be taught. Is there any research refuting or
    > supporting this view?


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  • 7.  Can we teach how to make good judgements in Business Schools

    Posted 01-06-2002 01:42
    Sounds like you're talking about what
    psychologists call General Intelligence.

    Romie Littrell

    --- Paul Wong <wong@twu.ca> wrote:
    > I want to thank all of you for your helpful
    > suggestions. However, what I
    > was trying to get at in my original posting is
    > some illusive leadership
    > quality which may be called intuiion, insight,
    > or crative genius. CEOs who
    > possess this kind of quality are able to judge
    > people accurately, have a
    > deep understanding of all the issues involved,
    > and make sound, snap
    > decisions in very fast-moving, complex
    > situations which do not allow time
    > for rational analysis or consultatnion. My
    > question is: Can we teach this
    > kind of leadership quality in Business Schools?
    >
    > -----Original Message-----
    > From: Edryce Reynolds
    > To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    > Sent: 1/5/2002 6:17 PM
    > Subject: Re: Can we teach how to make good
    > judgements in Business Schools
    >
    > I am sure the suggestions already given are
    > helpful.
    > I have one of my own.
    >
    > To make good decisions, one should remove one's
    > own
    > interests FIRST. I think many CEOs think first
    > of
    > whether the decision will make them "look good"
    > before
    > they think of whether the decision is good for
    > the
    > organization.
    >
    > To remove one's own interests takes some doing.
    > I
    > recommend meditation and perhaps some study of
    > how to
    > quiet those "chatterboxes" in our heads. If
    > the CEO
    > (or the Business student who wants to be a CEO)
    > is
    > worth anything, she/he will be able to apply
    > the
    > knowledge to the situation, think of the future
    > of the
    > organization, and make a good decision.
    >
    > I know this is not according to conventional
    > wisdom,
    > but I believe it works best.
    >
    > Edryce
    >
    > --- "Roy J. Lewicki" <lewicki_1@cob.osu.edu>
    > wrote:
    > > You ought to read the work of Paul Nutt. Paul
    > has
    > > several books and
    > > numerous articles out on top management
    > decision
    > > making.
    > > His claim is that 50% of all top mgt
    > decisions
    > > fail., suggesting that all the
    > > work we do trying to train managers to make
    > better
    > > decisions may or may
    > > not succeed better than chance. For reasons
    > why,
    > > consult his
    > > work. Methodologies are controversial but it
    > will
    > > get you going in a direction.
    > >
    > > Roy Lewicki
    > >
    > > >Managers and CEOs are paid to make good
    > decisions,
    > > because one bad decision
    > > >has the potential of ruining the buiness.
    > > >
    > > >There are many courses on problem solving
    > and
    > > decision making processes.
    > > >However, I am talking about making good
    > judgements
    > > in day-to-day
    > > >interactions and in high dynamic and kinetic
    > > engagements.
    > > >
    > > >I have witnessed again and again that when
    > leaders
    > > misread a very fluid
    > > >situaiton, or misjudge the the characters
    > involved
    > > in the engagement, they
    > > >end up making very bad decisions.
    > > >
    > > >Some people believe that good judgements are
    > based
    > > on intuition and
    > > >creativity -- it is same thing possessed by
    > very
    > > talented leaders, but it
    > > >cannot be taught. Is there any research
    > refuting or
    > > supporting this view?
    >
    >
    >
    __________________________________________________
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    > Send FREE video emails in Yahoo! Mail!
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    =====
    Prof. Romie F. Littrell, Ph.D.
    Department of Managaement
    Fh-Aalen University of Applied Sciences
    Beethovenstrasse Nr. 1
    D-73430 Aalen
    Germany
    Fax: (49)7361-576-330

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  • 8.  Can we teach how to make good judgements in Business Schools

    Posted 01-07-2002 21:15
    Dear Paul, from what we know about expertise, knowledge is not
    transferable. Thus, a brillant person in one area is not necessarily very
    good in another. Therefore, intuition comes out of tacit knowledge, but
    knowledge (and I would add wisdom and judgement) nonetheless. Now
    ineffective processes hinder good decion making, and we can teach these.
    But we can't make up for the years of study and experience that go into
    making good deciosns about specific issues. A short story might illustrate
    what I mean.

    It seems, a tort attorney had won a $100 million dollar judgement for which
    his take was $40 million. A reporter, outraged that the attorney would
    earn so much money, for what the reporter perceived to be so little work,
    asked the attorney how much time he had put into the case to justify
    earning $40 million. The attorney thought for a moment and said, "I guess
    about 35 years when I first decided I wanted to be an attorney at age 7."
    Sometimes it just takes a log time to acquire the knowledge, wisdom, and
    judgement needed to make good decisions and their is no shortcut.

    Best, Kim Boal


    At 08:02 PM 1/5/2002 -0800, you wrote:
    > I want to thank all of you for your helpful suggestions. However, what I
    >was trying to get at in my original posting is some illusive leadership
    >quality which may be called intuiion, insight, or crative genius. CEOs who
    >possess this kind of quality are able to judge people accurately, have a
    >deep understanding of all the issues involved, and make sound, snap
    >decisions in very fast-moving, complex situations which do not allow time
    >for rational analysis or consultatnion. My question is: Can we teach this
    >kind of leadership quality in Business Schools?
    >
    >-----Original Message-----
    >From: Edryce Reynolds
    >To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    >Sent: 1/5/2002 6:17 PM
    >Subject: Re: Can we teach how to make good judgements in Business Schools
    >
    >I am sure the suggestions already given are helpful.
    >I have one of my own.
    >
    >To make good decisions, one should remove one's own
    >interests FIRST. I think many CEOs think first of
    >whether the decision will make them "look good" before
    >they think of whether the decision is good for the
    >organization.
    >
    >To remove one's own interests takes some doing. I
    >recommend meditation and perhaps some study of how to
    >quiet those "chatterboxes" in our heads. If the CEO
    >(or the Business student who wants to be a CEO) is
    >worth anything, she/he will be able to apply the
    >knowledge to the situation, think of the future of the
    >organization, and make a good decision.
    >
    >I know this is not according to conventional wisdom,
    >but I believe it works best.
    >
    >Edryce
    >
    >--- "Roy J. Lewicki" <lewicki_1@cob.osu.edu> wrote:
    >> You ought to read the work of Paul Nutt. Paul has
    >> several books and
    >> numerous articles out on top management decision
    >> making.
    >> His claim is that 50% of all top mgt decisions
    >> fail., suggesting that all the
    >> work we do trying to train managers to make better
    >> decisions may or may
    >> not succeed better than chance. For reasons why,
    >> consult his
    >> work. Methodologies are controversial but it will
    >> get you going in a direction.
    >>
    >> Roy Lewicki
    >>
    >> >Managers and CEOs are paid to make good decisions,
    >> because one bad decision
    >> >has the potential of ruining the buiness.
    >> >
    >> >There are many courses on problem solving and
    >> decision making processes.
    >> >However, I am talking about making good judgements
    >> in day-to-day
    >> >interactions and in high dynamic and kinetic
    >> engagements.
    >> >
    >> >I have witnessed again and again that when leaders
    >> misread a very fluid
    >> >situaiton, or misjudge the the characters involved
    >> in the engagement, they
    >> >end up making very bad decisions.
    >> >
    >> >Some people believe that good judgements are based
    >> on intuition and
    >> >creativity -- it is same thing possessed by very
    >> talented leaders, but it
    >> >cannot be taught. Is there any research refuting or
    >> supporting this view?
    >
    >
    >__________________________________________________
    >Do You Yahoo!?
    >Send FREE video emails in Yahoo! Mail!
    >http://promo.yahoo.com/videomail/
    >
    --------------------------------
    Kim Boal
    College of Business Administration
    Texas Tech University
    Lubbock, TX 79409
    (806) 742-2150
    KimBoal@ttu.edu


  • 9.  Can we teach how to make good judgements in Business Schools

    Posted 01-06-2002 10:23
    Paul Wong wrote:

    << I want to thank all of you for your helpful suggestions. However, what I
    was trying to get at in my original posting is some illusive leadership
    quality which may be called intuiion, insight, or crative genius. CEOs who
    possess this kind of quality are able to judge people accurately, have a deep
    understanding of all the issues involved, and make sound, snap decisions in
    very fast-moving, complex situations which do not allow time for rational
    analysis or consultatnion. My question is: Can we teach this kind of
    leadership quality in Business Schools? >>

    I have never worked in a business school but I do work in leadership
    development. I would respond as follows. If one seeks to teach a leadership
    quality that one sees as "illusive" and one is not even sure what to call it,
    success is unlikely. On the other hand, if one seeks to train a well-defined
    set of cognitive processes or a specific set of leadership behaviors, the
    chances of success are much greater. A common problem in leadership
    development programs is that they are rather fuzzy about what exactly they
    are trying to teach. For me, the question posed above suffers from this
    weakness.

    William A. Weech
    Leadership and Management School
    Foreign Service Institute


  • 10.  Can we teach how to make good judgements in Business Schools

    Posted 01-06-2002 16:31
    I'd like to address the point made that CEO's who make good decisions are
    lifelong learners. They read to stay abreast of the changing environment in
    which organizations operate. I think this type of behavior stems from sound
    personal qualities, and perhaps some form of intelligence (probably an
    aspect of "g"). A "sound" individual makes decisions based upon what is
    good for the organization rather than what is going to make them look good.
    In the end, it ends up working better for both.

    Travis Bradberry

    >From: Edryce Reynolds <edryce@yahoo.com>
    >Reply-To: Management Education and Development Discussion
    ><MG-ED-DV@MAELSTROM.STJOHNS.EDU>
    >To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    >Subject: Re: Can we teach how to make good judgements in Business Schools
    >Date: Sat, 5 Jan 2002 18:17:14 -0800
    >
    >I am sure the suggestions already given are helpful.
    >I have one of my own.
    >
    >To make good decisions, one should remove one's own
    >interests FIRST. I think many CEOs think first of
    >whether the decision will make them "look good" before
    >they think of whether the decision is good for the
    >organization.
    >
    >To remove one's own interests takes some doing. I
    >recommend meditation and perhaps some study of how to
    >quiet those "chatterboxes" in our heads. If the CEO
    >(or the Business student who wants to be a CEO) is
    >worth anything, she/he will be able to apply the
    >knowledge to the situation, think of the future of the
    >organization, and make a good decision.
    >
    >I know this is not according to conventional wisdom,
    >but I believe it works best.
    >
    >Edryce
    >
    >--- "Roy J. Lewicki" <lewicki_1@cob.osu.edu> wrote:
    > > You ought to read the work of Paul Nutt. Paul has
    > > several books and
    > > numerous articles out on top management decision
    > > making.
    > > His claim is that 50% of all top mgt decisions
    > > fail., suggesting that all the
    > > work we do trying to train managers to make better
    > > decisions may or may
    > > not succeed better than chance. For reasons why,
    > > consult his
    > > work. Methodologies are controversial but it will
    > > get you going in a direction.
    > >
    > > Roy Lewicki
    > >
    > > >Managers and CEOs are paid to make good decisions,
    > > because one bad decision
    > > >has the potential of ruining the buiness.
    > > >
    > > >There are many courses on problem solving and
    > > decision making processes.
    > > >However, I am talking about making good judgements
    > > in day-to-day
    > > >interactions and in high dynamic and kinetic
    > > engagements.
    > > >
    > > >I have witnessed again and again that when leaders
    > > misread a very fluid
    > > >situaiton, or misjudge the the characters involved
    > > in the engagement, they
    > > >end up making very bad decisions.
    > > >
    > > >Some people believe that good judgements are based
    > > on intuition and
    > > >creativity -- it is same thing possessed by very
    > > talented leaders, but it
    > > >cannot be taught. Is there any research refuting or
    > > supporting this view?
    >
    >
    >__________________________________________________
    >Do You Yahoo!?
    >Send FREE video emails in Yahoo! Mail!
    >http://promo.yahoo.com/videomail/




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  • 11.  Can we teach how to make good judgements in Business Schools

    Posted 01-07-2002 05:26
    A primary tenet of creative management depends on whether the person
    is an innovator or adaptor and also on their personality type. Tests
    such as the Kirton KAI of the Meyer Briggs Type Indicator MBTI are
    usually in compiling a profile inventory. THese are used as part of
    the OU programme.

    Best wishes,

    John
    John Milliken
    School of Business, Retail & Financial Services
    University of Ulster
    Coleraine
    N. Ireland
    BT52 1SA

    j.milliken@ulst.ac.uk


  • 12.  Can we teach how to make good judgements in Business Schools

    Posted 01-07-2002 10:15
    Paul,

    Your post seeking "some illusive leadership quality" triggered in me the
    notion that:

    First comes crawling around,
    then comes stumbling around,
    finally comes running around...

    A very simplistic view, that makes me wonder if in addition to a skill
    there is also a process involved. If press to give one quality, it would be
    the ability to learn (observe, process and practice) the ways of group
    dynamics. Do Business Schools teach this learning skill? My hypothesis is
    they provide the environment where this and other skills develops in most
    students...

    Cordially,

    Esteban






    Paul Wong <wong@twu.ca>@MAELSTROM.STJOHNS.EDU> on 01/05/2002 10:02:47 PM

    Please respond to Management Education and Development Discussion
    <MG-ED-DV@MAELSTROM.STJOHNS.EDU>

    Sent by: Management Education and Development Discussion
    <MG-ED-DV@MAELSTROM.STJOHNS.EDU>


    To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    cc:
    Subject: Re: Can we teach how to make good judgements in Business Schools


    I want to thank all of you for your helpful suggestions. However, what I
    was trying to get at in my original posting is some illusive leadership
    quality which may be called intuiion, insight, or crative genius. CEOs who
    possess this kind of quality are able to judge people accurately, have a
    deep understanding of all the issues involved, and make sound, snap
    decisions in very fast-moving, complex situations which do not allow time
    for rational analysis or consultatnion. My question is: Can we teach this
    kind of leadership quality in Business Schools?

    -----Original Message-----
    From: Edryce Reynolds
    To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    Sent: 1/5/2002 6:17 PM
    Subject: Re: Can we teach how to make good judgements in Business Schools

    I am sure the suggestions already given are helpful.
    I have one of my own.

    To make good decisions, one should remove one's own
    interests FIRST. I think many CEOs think first of
    whether the decision will make them "look good" before
    they think of whether the decision is good for the
    organization.

    To remove one's own interests takes some doing. I
    recommend meditation and perhaps some study of how to
    quiet those "chatterboxes" in our heads. If the CEO
    (or the Business student who wants to be a CEO) is
    worth anything, she/he will be able to apply the
    knowledge to the situation, think of the future of the
    organization, and make a good decision.

    I know this is not according to conventional wisdom,
    but I believe it works best.

    Edryce

    --- "Roy J. Lewicki" <lewicki_1@cob.osu.edu> wrote:
    > You ought to read the work of Paul Nutt. Paul has
    > several books and
    > numerous articles out on top management decision
    > making.
    > His claim is that 50% of all top mgt decisions
    > fail., suggesting that all the
    > work we do trying to train managers to make better
    > decisions may or may
    > not succeed better than chance. For reasons why,
    > consult his
    > work. Methodologies are controversial but it will
    > get you going in a direction.
    >
    > Roy Lewicki
    >
    > >Managers and CEOs are paid to make good decisions,
    > because one bad decision
    > >has the potential of ruining the buiness.
    > >
    > >There are many courses on problem solving and
    > decision making processes.
    > >However, I am talking about making good judgements
    > in day-to-day
    > >interactions and in high dynamic and kinetic
    > engagements.
    > >
    > >I have witnessed again and again that when leaders
    > misread a very fluid
    > >situaiton, or misjudge the the characters involved
    > in the engagement, they
    > >end up making very bad decisions.
    > >
    > >Some people believe that good judgements are based
    > on intuition and
    > >creativity -- it is same thing possessed by very
    > talented leaders, but it
    > >cannot be taught. Is there any research refuting or
    > supporting this view?


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  • 13.  Can we teach how to make good judgements in Business Schools

    Posted 01-07-2002 11:19
    I think that Edward de Bono, among others, has proven that thinking is a
    learned skill, and as such, can be taught. Much of what we have picked
    up (poor habits) needs to be unlearned first. I think this is the
    greater difficulty. Self interest, as someone pointed out, is one of
    those habits that often clouds clear thinking.

    de Bono's Six Thinking Hats provides a framework for sorting out the
    varieties of information that are often passed off as information and/or
    thinking. So, yes, I believe we can teach people how to think clearly.
    Whether or not they use it is another story. I would be curious if
    others have tried (with success or failure) teaching de Bono's framework
    (or any other for that matter)?

    Paul Wong wrote:
    >
    > I want to thank all of you for your helpful suggestions. However, what I
    > was trying to get at in my original posting is some illusive leadership
    > quality which may be called intuiion, insight, or crative genius. CEOs who
    > possess this kind of quality are able to judge people accurately, have a
    > deep understanding of all the issues involved, and make sound, snap
    > decisions in very fast-moving, complex situations which do not allow time
    > for rational analysis or consultatnion. My question is: Can we teach this
    > kind of leadership quality in Business Schools?
    >
    > -----Original Message-----
    > From: Edryce Reynolds
    > To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    > Sent: 1/5/2002 6:17 PM
    > Subject: Re: Can we teach how to make good judgements in Business Schools
    >
    > I am sure the suggestions already given are helpful.
    > I have one of my own.
    >
    > To make good decisions, one should remove one's own
    > interests FIRST. I think many CEOs think first of
    > whether the decision will make them "look good" before
    > they think of whether the decision is good for the
    > organization.
    >
    > To remove one's own interests takes some doing. I
    > recommend meditation and perhaps some study of how to
    > quiet those "chatterboxes" in our heads. If the CEO
    > (or the Business student who wants to be a CEO) is
    > worth anything, she/he will be able to apply the
    > knowledge to the situation, think of the future of the
    > organization, and make a good decision.
    >
    > I know this is not according to conventional wisdom,
    > but I believe it works best.
    ><snip>


  • 14.  Can we teach how to make good judgements in Business Schools

    Posted 01-07-2002 21:03
    I agree about DeBono's work, and have used his Six
    Thinking Hats often. The only drawback could be some
    people very quickly decide they just can't figure out
    his little puzzles, and they turn off. I found using
    some of the more "reasonable" puzzles first (for
    success) helps.

    Edryce

    --- Bob Carr <bcarr@wfubmc.edu> wrote:
    > I think that Edward de Bono, among others, has
    > proven that thinking is a
    > learned skill, and as such, can be taught. Much of
    > what we have picked
    > up (poor habits) needs to be unlearned first. I
    > think this is the
    > greater difficulty. Self interest, as someone
    > pointed out, is one of
    > those habits that often clouds clear thinking.
    >
    > de Bono's Six Thinking Hats provides a framework for
    > sorting out the
    > varieties of information that are often passed off
    > as information and/or
    > thinking. So, yes, I believe we can teach people
    > how to think clearly.
    > Whether or not they use it is another story. I
    > would be curious if
    > others have tried (with success or failure) teaching
    > de Bono's framework
    > (or any other for that matter)?
    >
    > Paul Wong wrote:
    > >
    > > I want to thank all of you for your helpful
    > suggestions. However, what I
    > > was trying to get at in my original posting is
    > some illusive leadership
    > > quality which may be called intuiion, insight, or
    > crative genius. CEOs who
    > > possess this kind of quality are able to judge
    > people accurately, have a
    > > deep understanding of all the issues involved, and
    > make sound, snap
    > > decisions in very fast-moving, complex situations
    > which do not allow time
    > > for rational analysis or consultatnion. My
    > question is: Can we teach this
    > > kind of leadership quality in Business Schools?
    > >
    > > -----Original Message-----
    > > From: Edryce Reynolds
    > > To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    > > Sent: 1/5/2002 6:17 PM
    > > Subject: Re: Can we teach how to make good
    > judgements in Business Schools
    > >
    > > I am sure the suggestions already given are
    > helpful.
    > > I have one of my own.
    > >
    > > To make good decisions, one should remove one's
    > own
    > > interests FIRST. I think many CEOs think first of
    > > whether the decision will make them "look good"
    > before
    > > they think of whether the decision is good for the
    > > organization.
    > >
    > > To remove one's own interests takes some doing. I
    > > recommend meditation and perhaps some study of how
    > to
    > > quiet those "chatterboxes" in our heads. If the
    > CEO
    > > (or the Business student who wants to be a CEO) is
    > > worth anything, she/he will be able to apply the
    > > knowledge to the situation, think of the future of
    > the
    > > organization, and make a good decision.
    > >
    > > I know this is not according to conventional
    > wisdom,
    > > but I believe it works best.
    > ><snip>


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  • 15.  Can we teach how to make good judgements in Business Schools

    Posted 01-09-2002 15:17


  • 16.  good judgement & decision-making

    Posted 01-12-2002 02:17
    Concerning Paul Wongs desire for building the
    perfect decision-maker through education:

    I have taught at university in the USA, China,
    Switzerland, and Germany, and in management
    education for IBM and Six Continents Hotels &
    Resorts. While no great fan of the German system
    of higher education (for the most part designed
    and administered by government bureaucrats with
    no education in curriculum and instruction), most
    of its shortcomings are overcome by a tradition
    of apprenticeship even for university graduates.
    The curriculum, especially in the Fachhochschule
    (comparable to an "Institute of Technology" in
    the US and New Zealand), emphasises a
    technical-skills-based education system
    (including 2 semesters of practical experience in
    industry in a 4-year programme) rather than a
    management-skills-based system, as in the USA.
    (Many German CEOs and managers have a Ph.D. in a
    "content" area.)

    Both systems produce an incomplete, one-sided
    graduate. Part of what Paul Wong is looking for
    stems from general intelligence, part from an
    intimate knowledge of what and how the
    organisation produces, markets, and sells its
    product or service, and part from an intimate
    knowledge of how to effectively manage
    production, people, and money. Specialists are
    very useful, but not as general managers.

    Combining these skills with experience can lead
    to an effective decision-maker. As has been
    pointed out in earlier postings, managers spend
    some 2% of their time making decisions, and 98%
    percent of their time attempting to take
    advantage of correct decisions or mitigating the
    disasters from the other kinds. Intimate
    knowledge of the production process seems to be
    essential.

    We all realise that these skills are impossible
    to teach in a 3 or 4 year bachelor program, and
    very difficult to teach in 2 or 3 years of
    post-graduate study. So it comes back to
    curriculum design.

    John Orr <johno@cameron.edu> wrote:
    > Paul Nutt's idea that "50% of all top mgmt
    > decisions fail" has good
    > company.
    >
    >
    > Just before he retired, Peter Drucker said in
    > an interview that rank-
    > and-file workers <bold>ignore </bold>half the
    > dictates of top management.
    >
    >
    > And, he said, it's usually a good thing they
    > do.
    >
    >
    > John P. Orr
    >
    > Cameron University
    >
    > =====================
    >
    >
    > Date sent:
    > <color>0000,0000,8000Sat, 5 Jan
    > 2002 09:55:51 -0500</color>
    >
    > From:
    > <color>0000,0000,8000"Roy J.
    > Lewicki" <<lewicki_1@cob.osu.edu></color>
    >
    > <bold>Subject:
    > <color>0000,0000,8000Re: Can we
    > teach how to make good judgements in Business
    > Schools</bold></color>
    >
    >
    > You ought to read the work of Paul Nutt. Paul
    > has several books
    > and
    >
    > numerous articles out on top management
    > decision making. His
    > claim is
    >
    > that 50% of all top mgt decisions fail.,
    > suggesting that all the work
    >
    > we do trying to train managers to make better
    > decisions may or
    > may not
    >
    > succeed better than chance. For reasons why,
    > consult his work.
    >
    > Methodologies are controversial but it will get
    > you going in a
    >
    > direction.
    >
    >
    > Roy Lewicki
    >
    >
    > <color>7F00,0000,0000>Managers
    > and CEOs are paid to make good decisions,
    > because one bad
    >
    > >decision has the potential of ruining the
    > buiness.
    >
    > >
    >
    > >There are many courses on problem solving and
    > decision making
    >
    > >processes. However, I am talking about making
    > good judgements in
    >
    > >day-to-day interactions and in high dynamic
    > and kinetic engagements.
    >
    > >
    >
    > >I have witnessed again and again that when
    > leaders misread a very
    >
    > >fluid situaiton, or misjudge the the
    > characters involved in the
    >
    > >engagement, they end up making very bad
    > decisions.
    >
    > >
    >
    > >Some people believe that good judgements are
    > based on intuition and
    >
    > >creativity -- it is same thing possessed by
    > very talented leaders,
    >
    > >but it cannot be taught. Is there any research
    > refuting or supporting
    >
    > >this view?
    >
    >
    > <nofill>
    > John P. Orr, Ph.D.
    > Assistant Professor of Management
    > School of Business, Rm. 314
    > Cameron University
    > 2800 West Gore Blvd.
    > Lawton, OK 73505
    > Phone: 580-581-2367



    =====
    Prof. Romie F. Littrell, Ph.D.
    Department of Managaement
    Fh-Aalen University of Applied Sciences
    Beethovenstrasse Nr. 1
    D-73430 Aalen
    Germany
    Fax: (49)7361-576-330

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  • 17.  Can we teach how to make good judgements in Business Schools

    Posted 01-09-2002 18:44
    My guess is that the 50% figure is based on the "betting average" of both
    good and bad managers. The job of business schools is try to produce
    graduates, who can do better than the betting average. To do that, business
    schools will need to be more selective in admitting students who have the
    personal qualities (such as integrity, empathy, a healthy self-identity, and
    general intelligence) that are essential for CEO positions. Too many leaders
    are totally dysfuntioning -- they not only create a toxic work environment,
    but often make irrational decisions to feed their own neurotic needs.

    Yes, we can teach managers to form sound judgements and make good
    decisioins, but they need to possess certain qualities first.


    -----Original Message-----
    From: John Orr [mailto:johno@cameron.edu]
    Sent: Wednesday, January 09, 2002 12:17 PM
    To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    Subject: Re: Can we teach how to make good judgements in Business Schools



    Paul Nutt's idea that "50% of all top mgmt decisions fail" has good company.



    Just before he retired, Peter Drucker said in an interview that rank-
    and-file workers ignore half the dictates of top management.


    And, he said, it's usually a good thing they do.


    John P. Orr

    Cameron University

    =====================


    Date sent: Sat, 5 Jan 2002 09:55:51 -0500

    From: "Roy J. Lewicki" <lewicki_1@cob.osu.edu>

    Subject: Re: Can we teach how to make good judgements in Business
    Schools


    You ought to read the work of Paul Nutt. Paul has several books and

    numerous articles out on top management decision making. His claim is

    that 50% of all top mgt decisions fail., suggesting that all the work

    we do trying to train managers to make better decisions may or may not

    succeed better than chance. For reasons why, consult his work.

    Methodologies are controversial but it will get you going in a

    direction.


    Roy Lewicki


    >Managers and CEOs are paid to make good decisions, because one bad

    >decision has the potential of ruining the buiness.

    >

    >There are many courses on problem solving and decision making

    >processes. However, I am talking about making good judgements in

    >day-to-day interactions and in high dynamic and kinetic engagements.

    >

    >I have witnessed again and again that when leaders misread a very

    >fluid situaiton, or misjudge the the characters involved in the

    >engagement, they end up making very bad decisions.

    >

    >Some people believe that good judgements are based on intuition and

    >creativity -- it is same thing possessed by very talented leaders,

    >but it cannot be taught. Is there any research refuting or supporting

    >this view?



    John P. Orr, Ph.D.

    Assistant Professor of Management

    School of Business, Rm. 314

    Cameron University

    2800 West Gore Blvd.

    Lawton, OK 73505

    Phone: 580-581-2367