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How can Business Leaders Develop Intuitive Decision-Making Skills?

It's difficult to emphasize the difficulties that the business sector faced during the COVID-19 epidemic. Thousands of businesses have closed, gone bankrupt, or had their workforces drastically reduced as a result of the epidemic. To survive and maintain viable business models, companies have learnt to collaborate online and pivot both strategy and operational procedures.

 

To achieve these results, a considerable quantity of decision-making was necessary, often under pressure. Subs in a wide range of languages from Transcriberry can help you attract more people with your videos. Corporations and business schools frequently stress the significance of making data-driven, reasoned judgments. Unfortunately, in chaotic crisis situations, this technique is unrealistic.

 

The need of developing individual and organizational decision-making skills to act fast in crisis situations is highlighted in this article. This essay focuses on how business leaders may develop the ability to make solid intuitive judgments in a chaotic corporate environment.

 

What the epidemic has revealed most clearly is the reality of working in a VUCA-defined environment (Volatility, Uncertainty, Chaos, and Ambiguity). VUCA was coined by the United States Army War College to describe an external environment that is fast changing, unexpected, interrelated, and confused, resulting in tough decision-making circumstances. All of the criteria are checked in the case of the COVID-19 pandemic.

 

The epidemic has demonstrated that in VUCA situations, the rational decision-making model, the goal of business schools, and its theoretical explanation of how decisions should be made, is no longer applicable. Business executives like https://transcriberry.com/what-is-the-best-software-for-transcription/ that use the rational decision-making paradigm follow these logical steps:

 

  • Define the issue.
  • Determine the criteria for making a choice.
  • Assign weights to the various criteria.
  • Consider other options.
  • Consider your options.
  • Choose the best option.

 

Unfortunately, many of the assumptions in this model are invalid under VUCA situations. Clarity of the problem, known solutions, clear and consistent preferences, and no cost or time limits are some of these assumptions.

 

The epidemic has presented countless evidence of the logical decision-making model's ineffectiveness and the need for intuitive business judgments. The following are three examples of firms that were compelled to make rapid, intuitive judgments as a result of VUCA-induced pandemic circumstances.

 

Every crisis provides fresh potential for certain firms as https://transcriberry.com/business-transcription-service/ to thrive, and no company saw greater growth prospects than Zoom as a result of the epidemic (NASDAQ: ZM).

 

For many individuals, the epidemic pushed Zoom into daily use, since "zooming" rapidly became a verb. Zoom, based in San Jose, California, was created as a simple, unobtrusive enterprise communication technology for virtual business conferencing. Businesses immediately sent their employees home to work remotely as the virus spread, and Zoom accounts soared.

 

As the public began to utilize the platform for virtual courses, family reunions, church events, yoga lessons, and even funeral ceremonies, Zoom founder Eric Yuan never imagined his firm would become a household name and crucial pandemic infrastructure.

 

By April 2020, the site had reached 300 million daily users, a 300% increase over pre-pandemic levels.

 

 

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