Negotiation and decision making

Negotiation and decision making

1. Decision tree

   • is a map of the possible outcomes of a series of related decisions.
   • It allows comparing possible actions against each other based on their costs, probabilities, and benefits.
     • It usually starts with a single node and then branches out into possible outcomes.
   • The more data you have, the easier it is to calculate expected values and analyze solutions based on the numbers.
   • You can better understand the risks and consequences of your decisions.
   • All questions can be answered with a decision tree, no matter how simple or complex.
   • They are easy to understand and you can share it with others so that they can give their opinion.
   • It may be the fastest way to find the solution.
   • 1. Decision node 2. Probability node 3.Alternative branches 4.Rejected alternative 5.Terminal node

2. Pereto chart

   • Known for his contributions to the utilitarian theory of welfare, the theory of general equilibrium and the theory of income distribution.
   • Made a contribution of tremendous value to the further development of microeconomics, marketing and the theory of choice.
   • His contribution to the development of the concept of meritocracy is remarkable.
   • His main works were "Curso de Economia Politica" and "Manual de Economia Politica"
   • The Pareto chart is a graph that organizes values, which are separated by bars and organized from highest to lowest, from left to right respectively
   • It is a simple calculation technique.
   • Analyze the characteristics of a group and recognize the most important points within it to give them priority.
   • It allows you to make objective decisions that are based on data and not on personal opinions.
   • Analyze the elements and the frequency with which each of the data occurs.
   • Ideal for knowing problems.
   • Visual support.
   • Easier to take action.

3. Systemic approach to decision making

   • makes it possible to prepare logical and effective measures, so that the decision-making process can be clearly explained to anyone.
   • considers in the strategic decision-making process, the inherent learning derived from the decision
   • A decision can be made immediately, but it usually involves a process of identification, analysis, evaluation, choice and planning.
   • To reach a decision, you must define the objective, list the available options, choose between them and then apply that option. Decisions and the process of making them are fundamental in management.
   • is an essential method to strengthen the development of organizations, where the organizational climate is one of the elements to be considered in organizational, management, change and innovation processes.
   • Advantage
     • He provided input in many specific fields that are now considered foundations for other important disciplines.
     • Widely used terminology was created and the foundations for artificial intelligence and robotics were provided.
     • It led to important advances in the development of less general concepts and theories of systems applicable to specific problems or certain classes of problems.
     • Cybernetics first studied one of the most important concepts in machine control: feedback.

4. Ishikawa

   • He was born in Tokyo, Japan in 1915
   • He graduated as a Chemistry engineer from the Tokyo University in 1939
   • He became the president of the Institute of technology of Musashi in 1978
   • -He is considered one of the 3 most important names in world quality.
   • He contributes to the so-called quality circle: Meetings with a group of employees from the same industry to discuss ways to improve quality.
   • The 7 basic quality tools are: 1.Flow chart 2. Pareto diagram 3.Fishbone, cause-effect or Ishikawa diagram 4. Controlchart 5.Histogram 6.Dispersion diagram 7. Statistical processes control
     • 3.Fishbone, cause-effect or Ishikawa diagram
       • The compact 4M method includes the following causal groups: Plant and equipment, workforce, management and raw material
       • The compact 6M method includes the following causal groups: Workforce, Measurement, Plant and equipment, Materials, Environment and Methods

5. Brainstorming

   • Are a moderator, Centralized target, Defined time frame, Participant Limit
   • there can be direct, individual, reverse, star and figure Storming
   • How to brainstorm?
     • 1. Define the problem 2.clarify the role of the participants 3.Set the rules of the game 4.start brainstorming 5.Finish brainstorming
   • Techniques
     • Definition, Ideation and Analysis
   • Disadvantages
     • Parasitism, Feeling of rejection, Fear of being criticized and Poor development in social contexts