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for research and input, it will be more possible to gain additional points of
view that would lead to a better decision.

5. Information Gathering

Before starting on the process of making a decision, all relevant
information needs to be gathered. If the information is inadequate or out-
dated, then it is more likely that a wrong decision might be made. Also, if a
lot of irrelevant information has been made available, then the decision will
be difficult to make because of the distraction of unnecessary factors.

Good decisions require up-to-date, accurate information. The amount of
time spent on information gathering has to be weighed against how much
you are willing to risk making the wrong decision. In a group situation,
such as at work, it may be appropriate for different people to research
different aspects of the information required. For example different people

might be allocated to concentrate their research on costs, facilities,
availability, and so on.

When leaders pursue information in their quest to make a decision, they
must also know when to stop. While a large amount of data may be
desirable in a perfect world, the data gathering process can take up too

much time, and too much data and information can also be paralyzing and
take attention away from the big picture. The question must continually be
asked, what do we need to know to make a good decision, where can we
find this information, and is what we find relevant to our decision-making
process.

6.Weighing the risks involved

One key question is how much risk should be taken in making the
decision? Generally, the amount of risk an individual is willing to take
depends on:

• The seriousness of the consequences of taking the wrong decision.

• The benefits of making the right decision.

David Kolzow 211