Decide now! Make the Right Choice under Stress
eBook - ePub

Decide now! Make the Right Choice under Stress

Create concepts spontaneously despite time pressure, develop convincing strategies, learn to solve problems, achieve & win goals

Simone Janson, Simone Janson, Simone Janson

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  2. ePUB (mobile friendly)
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eBook - ePub

Decide now! Make the Right Choice under Stress

Create concepts spontaneously despite time pressure, develop convincing strategies, learn to solve problems, achieve & win goals

Simone Janson, Simone Janson, Simone Janson

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Citations

About This Book

In the 4th, completely revised edition of this groundbreaking guide, published by an award-winning publisher, renowned experts (overview in the book preview) combine their knowledge with interactive AI. This unique combination of decades of experience and state-of-the-art technology enables you to master challenges on a whole new level. Thanks to the innovative transfer of information, complemented by personal experiences of success, you can realize your goals and reach your full potential. Because it is already difficult to make good decisions when you have time to think and weigh up. But how do you make the right decision spontaneously and under stress and time pressure? How do you get all the necessary information in the shortest possible time to avoid wrong decisions? And how can you control intuitive decision-making processes in such a way that they are actually optimal and fact-based? This book gives answers to all questions and helps to make noticeably better decisions. For its concept "Information as Desired, " the publisher won the Global Business Award as Publisher of the Year and received government funding. It is also a partner of the Ministry of Education and Research of the Federal Republic of Germany. The goal to give you the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive AI Extended Books not only provide AI-optimized content in several languages based on data analysis but also allow you to ask individual questions and receive advice tailored to your personal interests. Each book contains detailed information and examples for your successful use of AI. You can utilize AI software for free, download e-courses, collaborate with workbooks, or engage with an active community. So you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and tangible. Expertise and technical innovation go hand in hand, as we take the responsibility to deliver well-researched and informed content seriously, honoring the trust you place in us. Due to the unique combination of human expertise and innovation, we can publish works that meet your requirements in every aspect. And furthermore, we want to offer you the opportunity to make your journey towards personal growth and success even more unforgettable. We understand that true change occurs not just in the mind but primarily through personal experiences and application. Therefore, we've conceptualized special success journey experiences tailored to each book for you. Be inspired to elevate your life to an entirely new level. By purchasing the books, you can also do good: The publisher dedicates about 5 percent of book sales revenue to socially relevant or sustainable projects. We provide scholarships, support innovative ideas, and contribute to climate protection initiatives. Publisher Simone Janson is also a bestselling author and one of the top 10 influential German bloggers according to the Blogger Relevance Index. Additionally, she has been a columnist and author for renowned media outlets such as WELT, Wirtschaftswoche, or ZEIT - more about her can be found, among other places, on Wikipedia.

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Information

Year
2024
ISBN
9783965961913
Edition
4

Make difficult personnel decisions: dismiss employees or not?
// By Simone Janson


Personnel managers are always faced with the difficult decision to dismiss employees. Or are there alternatives? Find out here how you can systematically reach a decision without having to say afterwards: “I should have known better!”

Take your time to make your decision

You have to make decisions all the time. Some are easier for you, others can make you sleep. When layoffs are pending, decisions are often particularly difficult.
You should save ten percent of the costs in your department. And know: there is nothing left in the material resources! Now you are pondering under time pressure: saving employees? To fire somebody? Whom? Less salary for everyone? Many of your decisions have far-reaching consequences for which you are responsible. Therefore: think carefully about decisions.

Avoid wrong decisions

I would like to, unfortunately I often do not have the time, you will say. This is not only the case with you. Business Objects, a provider of business intelligence solutions and Business Week Research Services, published a study on this.
This confirms that of the 675 managers surveyed in Europe and the USA, two thirds make every second decision spontaneously and intuitively. But: 77 percent of managers also admit frequent wrong decisions. And these can cost companies millions.
But you can learn to make good decisions even under time pressure. First you have to work out the techniques. Over time, the processes in your head run automatically and you can make better, faster and more successful decisions.
9 typical decision-making problems - and the right solution:
Problem: Solution:
I often roll my thoughts back and forth with no result. Visualize your thoughts in writing
Many decisions are so complex that I don't even know where to start. Make the guidelines clear, then continue step by step.
Most of the time I don't have time to think about the problem sufficiently. Practice dealing with time pressure. Apply first aid.
I like to postpone difficult decisions, see everything too negatively or block myself in a similar way. Understand what emotionally blocks you from making your decision.
I just can't think of any alternatives. Apply creativity techniques and find useful alternatives.
I often need more information Research relevant information
I constantly rethink consequences and alternatives - without result! Do all the calculations and you will get a concrete result.
I often cannot implement decisions - especially with others. Be consistent and use tools.

5 steps to make an optimal decision

It's amazing that many people don't think in writing. A decision is rolled back and forth in the head or sometimes a pro and contra list is written, but writing down everything in black and white is something that very few do, says the well-known Munich coach Gitte HĂ€rter. In fact, it is easier to make a decision when you have everything visually in front of you. Learn the techniques for it.
Please note: Your procedure differs depending on the form of the day or the complexity of the decisions. At one point you make spontaneous decisions because you have the necessary experience, at other times you analyze everything. There are hardly any gut or head people, so don't put yourself in these drawers, but be open to new approaches.

Step 1: make yourself clear about the framework

You make every decision based on certain parameters. This includes conditions that were there before and may make your decision necessary (for example, economic problems of your company), but also requirements such as the period and goal that you must not lose sight of.

Personal factors also belong in the framework

These are, for example, your character traits and personal experiences, which also influence your decisions unconsciously. You yourself know best how your character is set up. Then align your personal parameters.
Beispiel: Wenn Sie lieber rational entscheiden, sollten Sie dafĂŒr sorgen, dass Sie Zeit haben, um die Fakten zu analysieren. Wenn Sie ad hoc eine Entscheidung aus dem Bauch heraus treffen mĂŒssten, wĂ€ren Sie sicher unzufrieden mit dem Ergebnis.
Bedenken Sie: Nur wenn sie sich selbst weitgehend treu bleiben, können Sie Ihre Entscheidung auch vor sich und anderen vertreten.

Visualize your decision framework

Sinnvoll ist ein ĂŒbersichtliches Schema, damit Sie wĂ€hrend des gesamten Entscheidungsprozesses prĂ€sent haben, um was es geht. Fragen Sie sich ehrlich: Welche Voraussetzungen sind unverĂ€nderbar gegeben? Wie muss das Ergebnis sein? Aber auch: Welche Faktoren sind fĂŒr mich persönlich unabdingbar? FĂŒllen Sie einen solchen Rahmen mit eigenen Parametern:
Äußere Faktoren:
  • Es geht um das Wohl der Firma
  • Mein Vorgesetzter will es so
  • Der Firma geht es wirtschaftlich schlecht
  • Ich muss mich in einer Woche entscheiden
  • Es mĂŒssen 10 % Einsparungen herauskommen
Persönliche Faktoren:
  • Meine Position darf nicht gefĂ€hrdet werden
  • I like to decide analytically-rationally
  • I'm more about safety than risk
  • Ich habe in einer Ă€hnlichen Situation schlechte Erfahrungen mit dieser Lösung gemacht

Step 2: Overcome time pressure and other blockages

NĂ€chste Woche sollen Sie Ihre EinsparvorschlĂ€ge auf den Tisch legen – und Sie fĂŒhlen sich damit unter Zugzwang. Dabei ist der Druck oft kleiner, als Sie denken. In vielen Situationen bleibt Zeit genug, strukturiert zu ĂŒberlegen – es kommt nur darauf an, wie Sie mit dem Stress umgehen!
Trainieren Sie die Techhniken zur Entscheidungsfindung in unstressigen Situtationen. Je mehr Übung Sie haben, desto besser können Sie unter Druck damit umgehen.

When you need more time to decide

Fragen Sie nach dem Grund des Zeitdrucks. Wer macht Ihn? Warum? Was spricht dagegen, die Entscheidung in Ruhe zu fĂ€llen? Sprechen Sie mit den Verursachern. FĂŒhren Sie Argumente an, warum Sie fĂŒr Ihre Entscheidung mehr Zeit brauchen. Sie können etwa sagen: Ich muss zunĂ€chst alle wichtigen Fakten kennen, um mich optimal zu entscheiden.
HĂ€ufig zeigt sich, dass die Entscheidung doch nicht so dringend ist, wie zunĂ€chst gedacht. Falls es aber doch brennt, gibt es einige Soforthilfemaßnahmen:
Erste Hilfe im Notfall:
  • Behalten Sie einen klaren Kopf. Gehen Sie die einzelnen Schritte dieser Liste durch.
  • Nehmen Sie Zeit fĂŒr sich. Alleine. Wenigstens fĂŒnf Minuten. Nicht diskutieren und Zeit verschwenden! Machen Sie klar: Sie brauchen die Pause, um optimal zu entscheiden und das ist auch notwendig fĂŒr das Wohl der Firma!
  • Wie entscheiden Sie sich spontan? Entscheidet Ihr Kopf oder Bauch? Schreiben Sie es auf.
  • Analyze rationally: What exactly is the decision about who and what is affected?
  • Bringen Sie Ihre spontanen GefĂŒhle mit dem Ergebnis Ihrer Überlegungen zusammen: Wie entscheiden Sie sich jetzt, nach der Analyse?

Overcome uncertainty

Zeitdruck ist nur ein Faktor, der Sie hemmen kann. TagtĂ€glich mĂŒssen Sie mit Ihren Entscheidungen VerĂ€nderungen herbeifĂŒhren. Gewohntes aufzugeben, kann unsicher machen. UnterdrĂŒcken Sie Ihre GefĂŒhle nicht einfach, sondern halten Sie sie schriftlich fest – positive wie negative. Denn: Auch positive Empfindungen können Ihre Entscheidung “vernebeln”, wenn Sie Konsequenzen zu optimistisch beurteilen.
Wichtig ist, dass Sie ein möglichst umfassendes Bild von Ihrer GefĂŒhlslage im Hinblick auf die anstehende Entscheidung bekommen. Erst die Analyse ermöglicht Ihnen, mit unliebsamen emotionalen EinflĂŒssen rational umzugehen. Die folgende Übersicht zeigt Ihnen, mit welchen Argumenten Sie sich in typischen Blockadesituationen selbst davon ĂŒberzeugen können, dass diese Sichtweise Sie nicht weiterbringt.
Blockade, die sich so zeigt: Sie entgehen der emotionalen Falle, indem Sie sich klar machen:
Complexity: Ich weiß gar nicht, wo ich anfangen soll. Split your problem into sub-problems that you solve one after the other - so it's less complex.
Selbstbild: Ich hasse es, solche Entscheidungen fĂ€llen zu mĂŒssen. You have often and successfully like decisions of this kind, so the negative statement is unfounded.
Aufschieben: Das Problem erledigt sich von selbst, wenn ich abwarte! Jedes Aufschieben ist schon eine Entscheidung. Nehmen Sie die Verantwortung an, setzen Sie sich selbst einen Termin!
Weggablung: Es gibt nur zwei Wege. In vielen Situtaionen gibt es mehrere Alternativen. Suchen und finden Sie sie.
Flucht: Ich weiß keine Lösung, also vermeide ich. So lösen Sie das Problem nicht, sondern nehmen es wahrscheinlich sogar in die neue Situation mit.
BedeutungsaufblÀhung: Die Entscheidung ist un-widerrufbar oder lebensentscheidend, Alles oder nichts! Die meisten Entscheidungen, auch wenn Sie momentan noch so schwerwiegend scheinen, sind spÀter noch korrigierbar.
Pessismismus: Ich will alles, was passieren könnte, in meine Überlegungen einbeziehen. Bald konzentriere ich mich aber nur noch auf die Probleme. Machen Sie sich klar, dass Sie spekulieren. Suchen Sie bewusst auch nach positiven Konsequenzen. Wenn das nicht hilft, machen Sie das Gegenteil: Übersteigern Sie Ihren Pessimismus, bis er absurd und lĂ€cherlich wirkt.
Perfektionismus: Ich möchte keinen Fehler machen und keine SchwÀche zeigen. Jeder Mensch hat Fehler und SchwÀchen, gestehen Sie sich auch eigene zu. Und machen Sie sich das Positiv...

Table of contents

  1. Imprint
  2. Introduction: How this book supports you
  3. Recognizing internal blockages and defeating them spontaneously: 4 tips in the emergency emergency package // By Claudia Hupprich
  4. Simply make decisions for leaders: yes, no, maybe? // By Markus Hornung
  5. Good decision for executives: with intuition and understanding // By Nadja Raslan
  6. Really well and motivated decide: Logical vs. Conservative // By Winfried Neun
  7. Happiness and success through the right decision: 3 tips on the way to satisfaction // By Marc M. Galal
  8. Focus on focus: 3 questions to find the “right” one // By Claudia Simon
  9. Project Management - Basics Methods Tasks: Decisions and escalations // By Andrea Ramscheidt
  10. Make difficult personnel decisions: dismiss employees or not? // By Simone Janson
  11. Leadership and Decisions in Digitization: The No-Gos 8 Score List // By Anne M. SchĂŒller
  12. Solve problems, make decisions: just do not think about it! // By Simone Janson
  13. Avoid Stress and Burnout: 2 X 3 Immediate Measurement Tips // By Simone Janson
  14. Stop brooding and carousel of thoughts: 10 effective anti-stress strategies [+ checklist] // By Simone Janson
  15. Closing Remarks
  16. Authors Overview
  17. About the publisher Best of HR - Berufebilder.deÂź
  18. Notes on translation
Citation styles for Decide now! Make the Right Choice under Stress

APA 6 Citation

Janson, S. (2022). Decide now! Make the Right Choice under Stress (2nd ed.). Best of HR – Berufebilder.de¼. Retrieved from https://www.perlego.com/book/2746337/decide-now-make-the-right-choice-under-stress-create-concepts-spontaneously-despite-time-pressure-develop-convincing-strategies-learn-to-solve-problems-achieve-win-goals-pdf (Original work published 2022)

Chicago Citation

Janson, Simone. (2022) 2022. Decide Now! Make the Right Choice under Stress. 2nd ed. Best of HR – Berufebilder.de¼. https://www.perlego.com/book/2746337/decide-now-make-the-right-choice-under-stress-create-concepts-spontaneously-despite-time-pressure-develop-convincing-strategies-learn-to-solve-problems-achieve-win-goals-pdf.

Harvard Citation

Janson, S. (2022) Decide now! Make the Right Choice under Stress. 2nd edn. Best of HR – Berufebilder.de¼. Available at: https://www.perlego.com/book/2746337/decide-now-make-the-right-choice-under-stress-create-concepts-spontaneously-despite-time-pressure-develop-convincing-strategies-learn-to-solve-problems-achieve-win-goals-pdf (Accessed: 15 October 2022).

MLA 7 Citation

Janson, Simone. Decide Now! Make the Right Choice under Stress. 2nd ed. Best of HR – Berufebilder.de¼, 2022. Web. 15 Oct. 2022.