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In the book, The Thinkers Toolkit Jones describes a unique approach to decision-making and criticizes modern thinking tools and methods. The author suggests that effective thinking is based on problem-solving techniques and skills and involves careful analysis of reality and the world around us. A false dichotomy is often presented to management–to use either an authoritative approach or a participative one to achieve results. Goal setting, supportiveness, and job or task understanding are not precluded by a leadership style that uses a more authoritative approach to decision-making.
The approach proposed by Jones follows utility theory and reflects its main principles. The utility theory states that effective decision-making is based on objective values derived from choices. Jones does not overestimate the power of choice and participation in decision-making to foster commitment and subsequent performance, but rather underestimated the power of a supportive leadership style and authority on these same two outcomes. Thus Jones, underlines that people with hard goals will perform at a higher level in order to be satisfied than subjects with easy goals. Partial success on a hard goal can lead to much higher performance than full success on an easy goal. Team decision-making is a key aspect of team management. Today, organizations provide services, share information, and delegate to teams to solve problems.
Jones proposes unique solutions to trivial decision-making processes based on analysis of reality and its relations with the situation. Utility theory states that decision-making can help to solve difficult problems and risky situations often occurred in business. The same ideas are expressed by Jones who states that the value of the decision is based on the desirability of the situation and a choice. Deliberations may be made jointly, but decisions should be made singly. Although there may be disagreement and conflict during deliberations, once there is consensus on a course of action, employees must support the decision as if it were their own. Diversity of opinion is a strength, but it can degenerate into splintering unless the team members put the task first. A willingness to commit to the task creates effective teams: the goal must come first. A well-managed team is a partnership. employees are transformed into partners–as a team, they think and act together. Individual contribution to the team decision is the key. The use of power or authority in making decisions is not a basis for providing positive team results. Commitment to the partnership and its decisions makes a work. More important, they will be unable to figure out what they personally need to do to keep their team moving forward.
The analysis shows that Jones uses many principles of utility theory to construct his own framework of decision-making nod problem-solving. While an important part of the management task is evaluation, a difference between overall team performance and individual performance exists. In many sporting events (such as tennis, wrestling, and swimming), there is a cumulative overall team score, but each athlete also scores individually. Just as team effectiveness is measured against a goal, individual accomplishment is measured against individual standards. Individual states should be kept while working toward the team’s goal. Thus, team member performance is evaluated as well as the team’s results. The team leader influences the development of the performance of team members by drawing on their strengths. Organizations need effective problem-solving tools to accomplish challenging tasks and improve quality.
Works Cited
Jones, Morgan D. The Thinkers Toolkit, 14 Powerful Techniques for Problem Solving. New York: Three Rivers Press, 1995.
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