A632.2.3.RB_FogartyShawn

Sheena Lyengar (2011) outlines four main principles in her lecture regarding how to make choosing easier. Her first recommendation is to “cut – less is more.” This concept is as simple as it sounds. Her second principle is to “concretize – Make Vivid” those choices to the individual making the choice. Her third principle is to “categorize – More categories, fewer choices.” She outlines in several examples that having more choices does not equate to more sales. Her last principle outlines that an individual should “condition for complexity”. Overall, her concept derives the same point in that everyday we’re faced with a lot of decisions and must navigate through the easily.

I think the best principle I can apply to my own decision making would be to “cut.” I think if I cut out the layers of “stuff” I would be better off. This is more applied to being a part of my organization and not necessarily my personal decision making. My organization has a tendency to add layer upon layer of complexity to almost every element in which we do business. It’s almost humorous how hard we make it for ourselves. Case in point, I want to draw supplies from our supply officer. I have to type memorandum for the request, fill out a log sheet, and have my commander sign off on both. I never knew trying to obtain some staples could be so difficult. Therefore, I think being able to “cut” out what I believe to be unnecessary requirements would make deciding to obtain staples much easier.

The second principle mentioned by Sheena Lyengar that I would apply to my organization would be to “concretize” that way in which we do business. I think in some areas a lot of information is passed by word of mouth rather than capture in useful products or deliverables. I think this can range from posting informational flyers on the doors to the offices to the lengthy briefs I attend. The old saying a picture is worth a thousand words is especially true when you do not want them to belabor those 1000 words in a meeting. 

Lastly, I think the the best way to improve your ability to decide is simply to make a decision. My wife at times will read every label of the twelve type of laundry detergent. I simply go up and smell one, if I like it, I purchase it. I do not need other choices to compare. I certainly do not need to sniff all twelve to make decision. This also corresponds to Sheena Lyengar Ideas to “cut.” In a direct way I am able to cut out the remaining options. Overall I think these ideas are fruitful however my best techniques are to apply logic to the decision. You should be able to categorize those decisions that require more time and energy from those that are simple. 

Iyengar, S. (Lecturer) (2011 ). How to make choosing easier [Web]. Retrieved from http://www.ted.com/talks/sheena_iyengar_choosing_what_to_choose.html

A632.1.4.RB_FogartyShawn

Chapter 3 of the Wharton text discusses the power of everyday reasoning in multistage decision-making. I have a similar requirement as every aviation mission we launch has a rigorous mission planning, briefing, and approval process to ensure we are able to accurately identify all the risks involved and mitigate them to the lowest level possible. We attempt to reduce the overall risk of the mission by isolating components within the mission that we can affect. We have collectively attached a number system to all these separate elements which provide a sum-total of the overall risks but also allow us to identify and singular risks that are outside the norms. I've designed a system within Microsoft excel that allows users or individual pilots to break down their mission in the system described above. It utilizes several formulas that calculate various elements of the mission which is feeds into the mission briefing and approval process (decision making).

The system is designed twofold, first it helps highlight and elevate the more serious risks to the briefing officer. His role is to help reduce these risk factors by way of limitations or developing control measures that keep our crews safer. The second aspect is that once this mission briefing officer develops certain control measures the final mission approval authority receives the packet. This is the final decision, by way of the system, enables the final mission approval authority to make the most educated decision.

The most significant impact on forward planning is that we're able to reduce residual risks to the appropriate level. This in turn allows us to accomplish our mission with the least amount of risk for or crews. Other aspects of planning allow us to integrate various weather forecasts so when weather is forecasted to contain lower ceilings or reduced visibility we can select more senior crew members. Overall, our system has streamline the decision making process and allows the decision maker to be educated and aware of all the risks involved.