1. Decision Making Styles
Danee McGee P.E., C.F.M.
Certified Chaplain

2. Timeline and Topics

3. Introduction
Every Day We Make Decisions:
Personal and Professional
Would you like some tools to help you determine
how your personality affects your Personal and
Professional Decisions?

4. Course Objectives
#1 Explain the Decision Making Process
* Identify Decision Points
* Differences Between Problem Solving &Decision Making
#2 Determine Your Individual Decision Making Style
*Understand Personality Type
*Meyers Briggs Type II Personality Test
*Learn the Different Styles
*Know Your Own Style
#3 Explanation of How Decision Making Styles Can Make You
Either More or Less Effective
*Positives and Negatives of Each Style
*DEFINE A GOOD DECISION MAKER
Handout #1: What are your Personal Learning

5. HAND OUT #1
Purpose and Instructions:
Based upon the introduction of the course content , develop personal goals for
this course which outline abilities or information which you would like to have by
the end of the course.
These goals will help guide you through the course content and will provide a way
for you to assess your personal progress throughout the course. Assess the
decision making skills which you currently possess and skills which you think may
be lacking to be an effective decision maker. Think of examples of experiences
which you have had where decisions were made that had either a positive or
negative effect on a certain situation and skills or knowledge which you would
have like to have had to increase the potential of a positive outcome.
Examples:
I would like to understand why my decisions are more focused on
people rather than situations OR I would like to understand why I
don’t always think through possible consequences OR
I would like to make decisions which have a more desired
outcome.

6. Module #1
“Decision Making Process”
Overview
Question: Who is responsible for making decisions
around you? At home? At Work?
Question: What circumstances might trigger the need
for making a decision?

7. Module #1
“Decision Making Process”
Task #1: Read the following case study and identify
decision points.
Task #2: Answer the Questions
Handout #2:
Case Study: Decision Points

8. HAND OUT #2
CASE STUDY of DECISION POINTS:
You wake up in the morning and have one hour to get dressed for work and get
the kids to school. Your oldest child tells you that he/she has a sore throat and
you notice this child feels warm and may be running a fever. You go to the kitchen
to fix breakfast, you feel your youngest child’s forehead and it is warm. Your
youngest child says he/she feels fine but you know this child has a school field
trip today and has been looking forward to this trip. Your spouse has to leave
early and cannot take the oldest child to the doctor due to a meeting with the
company president. You have meetings throughout the day which you do not
want to cancel. You contact your boss.
Questions: Which Decision Points did you Identify in the case
study? What decisions were made based upon available
information and What decisions needed more information?
Who made the decisions? Which decisions were set by
circumstances? What impacts did these decisions have on
others? How were others notified of the decisions?

9. HAND OUT #2
CASE STUDY of DECISION POINTS:
1. You wake up in the morning (getting out of bed on time)
2.have one hour to get dressed for work (what to wear?)
3.get the kids to school (How to get the kids to school-bus or drive?).
4.Your oldest child tells you that he/she has a sore throat and
5.you notice this child feels warm and may be running a fever.(Decide to listen
and act)
6.You go to the kitchen to fix breakfast (what to eat?)
7. you feel your youngest child’s forehead and it is warm.(Decide to act)
8.Your youngest child says he/she feels fine but you know this child has a school
field trip today and has been looking forward to this trip. (Decide to listen/decide
to believe what you hear or disbelieve what you hear)
9. Your spouse has to leave early and cannot take the oldest child to the doctor
due to a meeting with the company president. (Decide a course of action due to
circumstances beyond your control)
10. You have meetings throughout the day which you do not want to cancel.
(Decide you have responsibilities and prioritize)
11. You contact your boss. (Decide a course of action)

10. HAND OUT #2
CASE STUDY of DECISION POINTS:
You decide to make a cake. How do you make a cake?
Exercise: Draw the process for making a cake.
Questions:
Who focused on the oven? Who focused on the cake? Who focused on the
person eating the cake? Who focused on the supply chain- the eggs, flour, oil,
pan, etc.?
Who went back to the big bang and explained the chickens laying eggs and the
cows giving milk?
*Humans intuitively know how to break down complex things and bring them
back together for clarity and explanation.
*The more you refine the model the more clarity comes and the more
that patterns emerge.

11. Module #1
“Decision Making Process”
Question: Has anyone ever heard of a decision making
model?
Question: If so, has it helped you with a decision?
Handout #3:
Information: Decision Making Model

12. Module #1
“Decision Making Process”
I. Evaluate the Situation II. Explore
Alternatives
IV. Implement the Solution III. Select an
Alternative
Decision Making Model

13. Module #1
“Decision Making Process”
I. NODE Link II. NODE
Link
IV. NODE III. NODE
*Nodes are something that is tangible
*Links are the space in the process that ties everything together
*Complexity of the model means a larger number of nodes, most
models lose people’s attention if more complex than 5-8 nodes, unless
people are involved in the process
Decision Making Model

14. Module #1
“Decision Making Process”
II. Evaluate the Situation
What is the situation or Condition that is undesirable? What are the parameters? Is
this situation fluid or static? Who is involved? What are the stakes? What resources
are required?
III. Explore Alternatives
How do you generate alternatives?: Brainstorming, Surveys, Discussion Groups
Develop an Action Plan: Who will do this? How will it be done?
How do you evaluate alternatives?:
Constraints (Technical/Political/Economical/Social/Resources/Time)
Appropriateness, Adequacy, Effectiveness, Efficiency, Side Effects
IV. Select an Alternative
What is your selection criteria?: Political, Safety, Financial, Environmental,
Ethical/Moral, Power to implement change
Is this solution going to work in a measureable way?: How do you measure success?
IV. Implement the Solution
What is your Action Plan? Have any of the variables utilized in the decision making process
changed? Are more resources required?

15. Module #1
“Decision Making Process”
Outcome: Identified Decision Making Points and
Circumstances that Might Trigger the Need to Make a
Decision.
Outcome: Learned how a Decision Making Model Works
*Summary*

16. Timeline and Topics

17. Module #2
“Decision Making Styles”
Question: Have you ever thought about what your
decision making style might be?
Question: How do you think your personality might
affect your decision making?
*Overview*

18. Module #2
“Decision Making Styles”
Question: Have you ever taken a personality test?
Question: What did you learn about yourself that you
did not know? Do you perceive yourself differently than
others may see you?
Handout #4:
Personality Test: Myers Briggs Type II
Test
Sensing Intuition Thinking

19. Module #2
“Decision Making Styles”
Step 1: Using Type Inventories to Determine Preferences
Step 2: Utilizing Decision Making Styles
Step 3: Effective Decision Making Attributes
Handout #5:
Information: Decision Making Styles
Sensing Intuition Thinking

20. Module #2
“Decision Making Styles”
Step 1: Using Type Inventories to Determine Preferences
Psychological Type- is a personality pattern based on observations of people’s behavior.
Taking In and Organizing Information (drawing conclusions) are the two main mental
processes that each personality type exhibits. Everyone has a preferred personality type
based upon the Four Functions of Taking In and Organizing
Taking in Information:
Sensing: Bias toward stability. Decisions have to make sense based upon past experience
Intuition: Bias toward innovation. Decisions should creatively make use of new
opportunities and insights.
Organizing Information:
Thinking: Bias toward effectiveness. Decisions must be objective and logical.
Feeling: Bias toward integrity. Decisions should consider people’s values and needs.
Sensing Intuition Thinking

21. Module #2
“Decision Making Styles”
Step 1: Using Type Inventories to Determine Preferences
Taking in Information:
Sensing: Bias toward stability. Decisions have to make sense based upon past experience
Intuition: Bias toward innovation. Decisions should creatively make use of new
opportunities and insights.
Organizing Information:
Thinking: Bias toward effectiveness. Decisions must be objective and logical.
Feeling: Bias toward integrity. Decisions should consider people’s values and needs.
Additional Factors of each Psychological Type:
Judging vs. Perceiving: How you are oriented to the external world.
Extroversion vs. Introversion: Where energy is derived and focused
When we rely on our dominant type we tend to “miss things” and make “poorer decisions”.
This can be alleviated by FLEXING (asking yourself the questions of the other three
preferred personality types) as well as the questions which naturally occur for your type.
Sensing Intuition Thinking

22. Module #2
“Decision Making Styles”
QUESTIONS OF EACH TYPE:
Sensing: What are the facts, costs, benefits?
Intuition: What are the patterns and possible interpretations?
Thinking: What are the pros and cons, causes and effects?
Feeling: How does this effect those involved?
Step 2: Utilizing Decision Making Styles
Individual: Leader makes the decision alone
Consultation: Leader shares the issue with one or more people to receive
additional feedback/input/viewpoints
Groups: Leader and others work together to reach a consensus
Delegation: Leader sets parameters and allows others to decide
Sensing Intuition Thinking

23. Module #2
“Decision Making Styles”
Step 3: Effective Decision Making Attributes
Knowledge: Know all of the factors “Be Informed”
Initiative: Assume responsibility “See it through”
Advice-Seeking: Identify People who can make “Specific/Skilled Contributions”
Selectivity: Don’t get bogged down in “Extraneous Facts/Figures”
Comprehensiveness: Look at all options to “Make the Best Choice”
Currency: Consider “Current Conditions and Time Frame” opportunities
Flexibility: Remain “Open Minded” to new “Concepts/Ideas”
Good Judgement: Don’t just follow “Procedure” consider Specific Situational Factors
Calculated Risk Taking: Know the “Positives” and “Negatives”
Self-Knowledge: Know your own “Abilities, Biases and Limitations”
Sensing Intuition Thinking

24. Question: Was anyone surprised by their decision
making style?
Outcome: Determined our individual decision making
styles. Determined the key components missing in our
decision making process due to our decision making style.
*Summary*
Module #2
“Decision Making Styles”

25. Timeline and Topics

26. Module #3
“Effects of Your Decision Making Style”
Overview
Question: Have you observed the effects of a particular
decision making style in a specific situation? What are
some positives and negatives of each style?

27. Strengths of Your Style
Weaknesses of your style
Attributes You Can Practice to make
better decisions
Handout #6:
Exercise: Discussion of
Module #3
“Effects of Your Decision Making Style”

28. Looking for Volunteers
Read the Following Scenario and Act Out
the Situation Described
Question: What are the requirements for
being a good decision maker?
Handout #7:
Exercise: Role Play
Module #3
“Effects of Your Decision Making Style”

29. Module #3
“Effects of Your Decision Making
Style”
Scenario: A new policy has the potential of being put into effect that will
allow your teams meeting space to be utilized by all employees in your building.
Co-Worker #1 (A Thinker and A Feeler): You are a “detail
oriented” person. You have not had adequate time to assess all potential impacts
of this decision. For example: will this make some people uncomfortable, will
some people not have this meeting space when needed, will this policy take
more time out of the workday. You may feel somewhat uneasy about helping to
set a policy that does not have all facts and figures at hand and which might make
some people uncomfortable.
Co-Worker #2 ( An Intuitive Sensor): You are a logical person and
don’t think that this decision accommodates everyone’s needs. You think that a decision
should consider the value of some employees needs above the needs of others.
Supervisory Role: Is this an Individual, Consultation, Group or Delegated
Decision?
Handout #7:

30. Course Summary
Decision Making Process
Decision Points
Problem Solving Model
Decision Making Style
Personality Test
Definitions of Style Types
Effects of Your Decision Making Style
Positives
Negatives