Personal Decision Making Profile- the dominant personality traits of the leader in the development and adoption management decisions.The personal profile of a leader can be varied: heuristic-organizational, characterized as "cold calculation", characterized by insufficient depth and flexibility, unstable-active (passive), motivational-passive and called "imitation of violent activity",

The heuristic-organizational personal profile of decision-making is characterized by an analysis of the situation in the shortest possible time, quick decision-making, persistent implementation of it, reveals the patterns underlying the intellectual task, in the event of intellectual difficulties, it allows you to flexibly rebuild tactics, continue to search for new solutions, which requires developed volitional qualities, emotional stability and mental flexibility. True, such a profile is quite rare, more often it is combined with insufficiently developed organizational skills. Although such a personal decision-making profile is characterized by an instant understanding of the principle of solving an intellectual problem in a situation of managing people, developing and issuing a reasonable system of interrelated orders, it suffers from the inability to sufficiently clearly control the actions of subordinates, to complete the execution of the decision, which can weaken the effectiveness of the deep and the flexible mind of the leader.

When they talk about "cold calculation", a leader with such a profile does not seek to understand the functional significance (principle) of the decision, but goes to his decision in a strictly logical way, consistently, step by step approaching the goal. This profile reveals insufficiently developed heuristic qualities of the manager's mind, which are compensated by firm management. The personal profile of decision-making, characterized by insufficient depth and flexibility of the leader's mind, but well-developed volitional qualities, is more productive if the situation does not require solving intellectual problems of increased difficulty. In this case, the manager needs assistants capable of generating managerial ideas.

The least productive personality profile of a leader is unstable-active, with elements of passivity. It is characterized by the fact that the leader first shows intellectual-volitional activity, but, having encountered difficulty, becomes passive, loses interest in tasks. Such a leader is recommended to form in himself the volitional qualities necessary to overcome the intellectual difficulties of the management process. The motivational-passive personal profile of the leader is also adjacent to this profile of decision-making. Leader with these qualities managerial task internally does not make decisions designed to become a program of activity of subordinates, does not develop. At the same time, usually the senior boss often has to make decisions for the manager subordinate to him.

Essentially harmful to joint activities group and managerial decision-making is the personal profile of the leader, which is designated as "imitation of violent activity." A leader of this type is endowed with increased, but formal activity and little correlated with the content of the problem situation. Often there is a personal profile of decision making, referred to as "general leadership". Such a leader undoubtedly has a strong stimulating effect on his subordinates with his erudition, broad outlook, general managerial knowledge, although he is poorly oriented in solving specific problems. professional tasks.

The personal profile of decision-making is organically linked to the nature of the decisions themselves. In management psychology, it is customary to classify management decisions based on various classification features. It seems interesting classification, in which decisions are subdivided (EP Golubkov): by content - political, social, economic, organizational, technical, etc.; by duration and degree of impact on future decisions - operational, tactical, strategic; by type of decision maker - individual and collective (organizational); according to the degree of uniqueness - routine, non-creative and unique (non-standard), creative; according to the degree of uncertainty (completeness of information) - decisions under conditions of certainty, under conditions of risk (probabilistic certainty) and under conditions of uncertainty.

The collective or group form of decision-making is distinguished by a special psychological richness and sharpness. The psychology of making a group decision depends on the effectiveness of the preliminary group discussion that precedes the process of making a managerial decision. The psychological experiments conducted by K. Levin in the first half of the 20th century on the problem of making group decisions demonstrated a number of specific patterns in the manifestation of group psychology in the processes of making managerial decisions.

No less significant is the classification of decision-making models proposed by A.V. Shegdoy: by the importance of the problem for the organization; on the time aspect of the decision; according to a preliminary assessment of the effectiveness of the solution; on decision-making conditions and environmental factors; by the nature of decision-making: individual and collective (organizational); according to the specifics of the model of the problem situation: exact or approximate; by the level of formalization of the decision-making process; by the multiplicity of decision-making: a single or multiple procedure; by the type of decisions made: programmed and non-programmed.

Decision making is a central process at all levels of information processing by a person, groups of people, “man-machine” systems. Psychological aspects management problems are usually associated mainly with the analysis of the role and place of decision-making processes in the system of purposeful conscious human activity. A promising direction in the psychological study of decision-making is the study of mental reflection and mental regulation of activity, namely: sensory-perceptual, speech-cogitative and motor.

It should be remembered that there are two main stages in the decision-making process: informational and procedural. In some cases (V.V. Druzhinin), types of decision-making situations are distinguished: informational, operational, organizational.

Information decisions should answer the question of what is true, and consist in diagnosing the situation.

Operational decisions should answer the question of how to act, and consist in developing a method of management.

Organizational decisions should answer the question of the structure of the organization and the distribution of functions.

In other theoretical constructions, they prefer (T. Tomashevsky) to distinguish four types of decision-making situations:

1. The situation of choice, when a person must make a choice (selection) of signals, classify them into those that require a reaction, and those that do not require it.

2. A complex situation that involves obtaining information from more than one source of information.

3. Situation of preference. “When different possible reactions have different meaning for a person, when for some reason he chooses one of the two.”

4. Probabilistic situations when an employee performs certain operations with insufficient information at his disposal.

The approaches identified in the pre-perestroika period have not lost their relevance. For example, Yu. Kozeletsky singled out the following types of decision-making situations: closed situations (situations are set by a set of hypotheses about the state of the object); open situations (situations that are characterized by uncertainty).

The beginning of decision-making is connected to a greater extent with the motivational side management activities and includes at least: recognition of the problem; formulation of its essence; determination of criteria for a successful solution and achievement of a positive result. In all likelihood, it makes sense to separate the stages of preparing a management decision and the procedure for making it. In the very general view the stages of preparing a managerial decision can be described as follows: a) search, selection, classification and generalization of information about the problem situation; b) construction of conceptual models for its solution.

The decision-making procedure is described by somewhat different operations: a) preliminary nomination of a system of reference decisions; b) comparison of conceptual models with a number of other standards; c) correction of models and their coordination with the achieved intermediate results; d) choosing a solution and developing a program of action. Conventionally, this decision-making option can be called an “internal” procedural form. It seems possible to single out an “external” procedural form of decision-making (for example, a decision-making procedure in State Duma under the Law on Education: making a proposal, approving the agenda, discussing a problem, etc.).

At the same time, each new decision in management arises on the basis of a decision previously accepted for execution, the actions on which have been completed, deviated from the originally chosen option, or have come into conflict with the goals set. In the last versions of situations, the leader begins to re-evaluate and select alternatives. When choosing an alternative, the following is used: the past experience of the manager or employees; organization and conduct of the experiment; analysis and discussion of solutions. Such an algorithm for solving problems and decision-making procedures develops managerial skills and intuition in managers.

The organization of the implementation of the decision involves the coordination of the efforts of many people. It is important to avoid conflicts, motivate people to implement the solution, select and place people in such a way as to maximize the use of their abilities. To do this, firstly, it is necessary to draw up an action plan that turns the decision into reality. Secondly, it is necessary to distribute the rights and responsibilities among the participants in the implementation of the decision. Thirdly, effective forward and backward communication should be built. The basis of such communication should be an information system for detecting errors and achieving success in actions to implement decisions. Fourth, to pay constant attention to the regulation of formal and informal relationships subordination guides.

After clarifying the task, assessing the situation and choosing a goal, the leader makes a decision. Management decision - a plan, a program for streamlining the actions of subordinates, aimed at achieving the goal.

In the domestic literature, there are various classifications management decisions. Within the framework of the problem under discussion, attention is drawn to the classification of personality profiles of decisions (Yu.N. Kulyutkin), based on the criteria-based assessment of managers. According to this criterion assessment, the following types of personal decision profiles are distinguished:

Balanced Decisions- solutions inherent in people who start a problem with an already formulated initial idea.

impulsive decisions- decisions typical for managers, in which the process of building hypotheses prevails over actions to verify and refine them.

Inert solutions Decisions that characterize leaders as uncertain and cautious.

risky decisions- decisions that are characterized by uncertainty and features of individual decision-making tactics.

Cautious Decisions- decisions typical of managers who carefully evaluate hypotheses and are very critical in evaluating the final result.

It should be noted that the more complex and responsible the decision-making situation is, the brighter the effect of the personality profile (V.I. Bakeev). In relatively simple situations, decision-making is carried out, as it were, according to a single algorithm, so that the random decision profile is leveled. When making decisions in particularly difficult situations that require heightened intuition, a high level of intelligence, decisiveness, outstanding abilities, the role personal qualities and, accordingly, the personal profile of decisions is quite obvious. It was revealed that in extreme conditions the role of the individual manifests itself most significantly.

The personal profile of a managerial decision is closely related to the emotional side of the manager's activity (O.K. Tikhomirov). In the process of forming a managerial decision, the manager initially has a positive emotional aspect of solving an urgent problem, which contributes to the emergence of confidence, the formation of beliefs in the correctness of the previously put forward assumptions. Therefore, emotion can be considered as a heuristic function that determines the further deployment of the search. right decision.

The personal profile of a managerial decision is closely related to the typology of psychological predisposition to making certain managerial decisions. Typology is a set of psychological characteristics of a leader that characterizes one or another type of managerial decision-making. The most common typology is the following: rational, pragmatic, hesitant, collegial and innovative.

The rational type is distinguished by the predominance of detailed decisions, their coordination and elaboration at all stages of decision-making, up to the choice of a course of action based on the deep intellectual involvement of the members of the management team. The specificity of the pragmatic type lies in the predominance of volitional efforts based on common sense and intuition. Here often the decision is made by discarding details.

The least attractive is the oscillating type. In the process of development, decision-making is delayed or canceled immediately after their adoption, depending on the experience of self-doubt by the leader. The collegial type is characterized by management decisions based on taking into account the opinions of employees. This takes into account those consequences that may positively or negatively affect their interests. And finally, the innovative type generates new solutions or bases them on the belief in new ideas, which is usually associated with difficulties in predicting the assessment of their consequences.

Management decision- This a directive act of purposeful influence on the object of management, based on the analysis of reliable data characterizing a specific management situation, determining the goal of actions and containing a program to achieve the goal.

This is the result of analysis, forecasting, optimization, economic and medical and social justification and the choice of a single solution from many options to achieve the goal.

The managerial decision is made by the authorized manager (the person responsible for making the managerial decision) within the powers granted to him, taking into account the current legislation. Management decisions are classified according to various criteria:

by the time of implementation of the solution(strategic, tactical, operational, routine);

by the degree of participation of the team, individual specialists(individual, collegiate);

taking into account the style and character traits of the leader(intuitive, based on judgments, balanced, impulsive, inert, risky, cautious, etc.).

Let us dwell in more detail on decisions that take into account the management style and characterological features of the leader. Practice shows that it is these circumstances (characteristics) that often play a decisive role in making a decision, and therefore largely determine its consequences.

Intuitive solutions. When making an intuitive decision, people rely on their own feeling that their choice is the right one, without following any logic.

There is a kind of illumination here. Despite the fact that intuition sharpens with experience, a leader who focuses only on it becomes a hostage to accidents, with different, in all kinds of situations, chances of success. right choice. However, in a completely unfamiliar, extreme situation that requires the adoption of operational decisions, intuition may turn out to be the right and only way out of the situation.

Decisions based on judgments. In many ways, they are similar to intuitive ones, probably because, at first glance, logic is poorly visible in them. They are based on knowledge and meaningful experience of the past. Using this experience, adjusted for current circumstances, the manager chooses the solution that brought the greatest result in a similar situation in the past.. Balanced Decisions- are accepted by leaders who are attentive and critical of their actions, put forward hypotheses and their verification. As a rule, before starting to make a decision, they have a formulated initial idea.

impulsive decisions- are accepted emotionally, without proper justification and verification, which is called "with a swoop." These decisions often turn out to be insufficiently correct and effective.

Inert solutions are the result of a careful search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas; therefore, such solutions lack modernity, originality, and innovation.

risky decisions- associated with the responsibility assumed by the manager for the implementation of the developed management decision without full confidence (guarantee) in a positive final result. Such decisions are justified when the leader has special qualities: initiative, courage, great competence - and makes a decision based on a deep analysis of the situation. At the same time, he does not miss the opportunity to assess the degree of risk of the decision made using special methods. mathematical statistics and probability theory.

Cautious Decisions- are characterized by the thoroughness of the manager's assessment of all alternative solutions, a very critical approach to business, the exclusion of any risk. They are even less than inert ones, they are distinguished by novelty and originality.

Management decision technology is the most complex, closed management cycle, which includes the following main stages:

Diagnosis of a managerial problem or tasks;

Preliminary goal setting;

Collection of necessary information;

Information analysis;

Clarification and final formulation of goals, models end results;

Substantiation and construction of a formalized model of the problem situation;

Development of alternative solutions to the problem;

Choice of solution method;

Economic justification of the chosen solution;

Coordination of the decision with higher authorities;

Finalization and approval of the decision;

Organization of implementation of the decision;

Monitoring the implementation of the decision;

Stimulation of performers in improving the quality of work, saving resources, meeting deadlines;

Analysis of individual stages of the implementation of the decision, making (if necessary) adjustments to it;

Analysis of the achievement of the set goals and models of final results (upon completion of the deadlines for the implementation of the decision).

The management decision must meet the following requirements:

target orientation(full compliance with the set goals and objectives);

validity(the need to make this decision, and not another);

targeting(by performers);

consistency(consistency with previous decisions);

legitimacy(compliance with legal acts and regulatory documents);

efficiency(achieving maximum results with minimal cost);

specificity in time, space and timeliness(acceptance at the exact moment when the implementation of the decision can lead to the desired result).

Decision requirements. Management decisions can be made in writing in the form of documents, on electronic media, or transmitted verbally (for example, oral instructions).

Documentation can be classified according to the following criteria:

hierarchical level of regulatory and methodological support(federal, subject Russian Federation, municipality, health care organization or its structural subdivision, personal);

legal status document - binding (law, decree, standard, resolution, order, order, regulation, program, plan) and advisory (instructions, guidelines, resolutions and decisions of advisory bodies, etc.);

document content- medical (decisions of the medical and control, medical and social expert commissions, the plan for conducting a medical and social research, a targeted medical and social program, etc.); financial and economic (business plan of a healthcare organization, feasibility study for the construction of a healthcare facility, the budget of the compulsory medical insurance fund, etc.); medical and organizational (charter of a medical organization, patient management protocol, safety instructions, etc.).

The main criteria for the quality of the prepared solution (document):

complexity, i.e. consideration in it of medical, social, organizational, economic, environmental, legal, etc. in their relationship;

compliance of the document with federal and international requirements;

use of modern scientific approaches in the development of the document(systemic, logical, virtual, standardized, marketing functional, process, structural, regulatory, situational and other approaches);

use of modern methods in document development(modeling, forecasting, functional cost analysis, optimization, etc.);

medical, social and economic feasibility;

prospects, possibility of replication and scope;

hierarchical level of authorities (organizations) that agreed and approved the document;

compliance with established standards for paperwork(uniqueness in the interpretation of concepts and terms, accessibility and clarity of presentation, visibility, etc.).

Marketing- This - entrepreneurial activity, which governs the movement of goods and services from producer to consumer or user (Ralph Alexander, 1960).

- view human activity, aimed at meeting needs and requirements through exchange (Philip Kotler, 1991).

Healthcare marketing is a system of principles, methods and measures based on a comprehensive study of consumer demand and purposeful formation of the supply of medical services by the manufacturer (V.Z. Kucherenko, N.I. Filatov, 1991).

Basic concepts in marketing: need, need, request, commodity, exchange, transaction and market. Need is a feeling of lack of something.

A need is a need that has taken a specific form in accordance with the cultural structure and personality of the individual.

Demand is a need backed by purchasing power.

A product is anything that satisfies a want or need.

Exchange is the act of receiving from someone the desired object with the offer of something in return.

Marketing mix (4P) 1964 Harvard Business School professor Neil Borden

Product, or assortment policy.

Price, or price

Promotion - promotion of goods on the market

Place product delivery to consumers

Additionally, there are:

Packing (PACKAGE);

Purchase (PURCHASE)

Clientele (PEOPLE)

Personnel (PERSONAL);

Purchasing process (PROCESS)

Environment (PHYSICAL PREMISES)

Profit (PROFIT)

Public relations (Public Relations, abbreviated as PR)

Marketing is a complex planning process, business case and health services management, pricing policy in the field of treatment and prevention process, promotion of services to consumers, as well as the process of their implementation (American Medical Association).

The marketer cannot influence the needs of people, but he can create an unlimited number of needs that correspond to these needs.

The main goal of the marketing– creation of conditions guaranteeing the absolute satisfaction of any needs and requirements of people.

The main stages in the implementation of this goal are: identification of potential consumers; analysis of factors influencing the formation and development of specific needs in the future; development and production of goods that meet these needs.

Market structure in healthcare

medical services

Labor of medical personnel

Medications

Scientific and medical developments

Medical equipment and technology

Valuable papers etc.

The mechanism of the health services market functions due to the interaction:

1. demand,

2. offers,

Law of demand: other equal conditions demand for services varies inversely with price.

The law of supply: ceteris paribus, supply varies in direct proportion to price.

“I just have to buy it, it’s impossible to resist!” "I'm so sorry I said that..." Familiar? We hear these words every day and often say them ourselves. Can we automatically regulate or control our actions, words and deeds, i.e. To what extent are we able to contain and resist our emotions and impulses? In this article, you will learn about what impulsivity is and what are the causes and symptoms of impulsive behavior. We will also tell you how you can assess the level of impulsivity.

What is impulsivity? Impulsivity is a feature of behavior and perception of the surrounding world, expressed in the tendency to act and react to an event, situation, or inner experience quickly and thoughtlessly under the influence of emotions or circumstances. In this case, the main feature is error in analytical judgment, in which the consequences of one's actions are not evaluated, which often leads to the fact that in the future an impulsive person repents of his actions.

Reasons for impulsive behavior

Neuroscientists using PET ( positron emission tomography) discovered the pathway along which an impulse or thought passes in the brain, turning into a repetitive compulsion, and explained why some people it is difficult to control the momentum that comes in return for a reward or a long-term goal.

What are the causes of impulsive behavior? Impulsivity or impulsive behavior is closely related to- a substance involved in learning and reward processes.

In other words, in order to get the fastest reward, there is a certain deviation in the work of the brain nuclei responsible for analyzing and making the most appropriate situation and deliberate decisions. Scientist Joshua Buckholz of Vanderbilt University suggested in 2009 that impulsive people have a lower number of active dopamine receptors in the midbrain area associated with the ability to make logical and deliberate decisions, which can also increase the risk of depression and impulsive behavior. Those. the smaller the number of active dopamine receptors in the area of ​​the midbrain, where dopamine-synthesizing neurons are located, the more dopamine is released and the greater the degree of impulsivity.

Very often impulsive people regret their behavior. while not stopping it. Often it becomes repetitive and compulsive, as in the case of addiction to psychoactive substances, gambling, compulsive shopping, smoking, alcohol, etc.

Symptoms of Impulsivity

On the other hand, a number of researchers Michalczuk, Bowden-Jones, Verdejo García, Clark, 2011) named four main characteristics of impulsivity:

• Inability to plan and forecast: acting under the influence of impulses, we cannot foresee the expected and logical consequences, any result is a "surprise".
• Low control: another cigarette, a piece of cake, an inappropriate comment... "no brakes" and self-control.
• Lack of perseverance: postponing uninteresting tasks. Only the search for bright and sharp emotions.
• Constant search for new experiences and the need to urgently receive them, which refers to the tendency to act under the influence of intense positive or negative emotions and states that distort the ability to make informed alternative decisions and thereby avoid constant remorse and remorse, very typical of impulsive people.

Impulses happen different types and have different consequences - compare: eat an extra piece of cake and steal something, break it or harm yourself or others.

Please note that the key role in this case is played by emotional condition, while the above processes that take place in the brain occurrence emotions that cloud the perception of reality, and the desire to get them at all costs becomes irresistible.

How is impulsivity diagnosed?

If you are characterized by such an emotional state and suffer from its consequences, not to mention the fact that it may be associated with other serious disorders such as ADHD or Parkinson's disease, it is necessary to consult a specialist for diagnosis, who will determine the severity and type of impulsive behavior and offer effective therapeutic measures (including psychotropic drugs), tools and special tests. In addition, you can also take CogniFit neuropsychological testing, which will be an additional help in making a diagnosis by a specialist.

Translation by Anna Inozemtseva

Sources

Celma Merola, Jaume. Bases teóricas y clinica del comportamiento impulsive. Colección digital Professionalidad. Ed. San Juan de Dios. Barcelona (2015).

Shalev, I., & Sulkowski, M.L. (2009). Relations between distinct aspects of self-regulation to symptoms of impulsivity and compulsivity. Personality and Individual Differences, 47,84-88.

Why Are You So Impulsive? Self-regulation and symptoms of impulsivity. Timothy A Pychyl Ph.D. Don't delay. Psychology Today, Posted Jun 23, 2009

Types of management decisions.

Since decisions are made by people, their character largely bears the imprint of the personality of the manager involved in their birth. In this regard, it is customary to distinguish between balanced, impulsive, inert, risky and cautious decisions.

Balanced Decisions are accepted by managers who are attentive and critical of their actions, put forward hypotheses and their testing. Usually, before starting to make a decision, they have formulated the initial idea.

impulsive decisions, the authors of which easily generate a wide variety of ideas in unlimited quantities, but are not able to properly verify, clarify, and evaluate them. Decisions therefore turn out to be insufficiently substantiated and reliable;

Inert solutions are the result of a careful search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions.

risky decisions differ from impulsive ones in that their authors do not need a thorough substantiation of their hypotheses and, if they are confident in themselves, they may not be afraid of any dangers.

Cautious Decisions are characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business. They are even less than inert ones, they are distinguished by novelty and originality.

The listed types of decisions are made mainly in the process of operational personnel management. For the strategic and tactical management of any subsystem of the management system, rational decisions are made based on the methods of economic analysis, justification and optimization. Development of a management solution. The quality of management decisions should be understood as the degree of its compliance with the nature of the tasks of functioning and development to be solved. production systems. In other words, to what extent SD provides further ways for the development of the production system in the conditions of the formation of market relations. Factors that determine the quality and effectiveness of management decisions can be classified according to various criteria - both factors of an internal nature (associated with the control and managed systems) and external factors (influence environment). These factors include: the laws of the objective world associated with the adoption and implementation of SD; a clear statement of the goal - why SD is being adopted, what real results can be achieved, how to measure, correlate the goal and the results achieved; the volume and value of the available information - for the successful adoption of SD, the main thing is not the volume of information, but the value determined by the level of professionalism, experience, intuition of personnel; SD development time - as a rule, a managerial decision is always made in conditions of time pressure and emergency circumstances (lack of resources, activity of competitors, market conditions, inconsistent behavior of politicians); organizational structures of management; forms and methods of implementation of management activities; methods and techniques for the development and implementation of SD (for example, if the company is in the lead, the methodology is one, if it follows others, it is different); subjectivity of the evaluation of the solution choice option. The more extraordinary SD is, the more subjective the assessment. the state of the control and managed systems (psychological climate, the authority of the leader, the professional and qualification composition of personnel, etc.); a system of expert assessments of the level of quality and effectiveness of SD. Management decisions should be based on objective laws and patterns of social development. On the other hand, SD significantly depends on many subjective factors - the logic of developing solutions, the quality of assessing the situation, structuring tasks and problems, a certain level of management culture, the mechanism for implementing decisions, executive discipline, etc. At the same time, it must always be remembered that even carefully thought-out decisions may be ineffective if they cannot anticipate possible changes in the situation, the state of the production system. Decision-making in management is a complex and systematized process, consisting of a number of stages and steps, starting with the formulation of the problem and ending with the implementation of actions that solve this problem.

Principles and stages of the process of making managerial decisions.

Sooner or later, managers must move from the analysis of past events to action. Ideally, if an action is motivated by a correct analysis of the problem, the search for causes narrows down to the point where it is safe to proceed to solve the problem. It is important, however, to remember that all actions are motivated by the need to respond to a problem.
Experienced managers are constantly taking action to improve the situation, increase performance requirements and prevent the occurrence of problems that could threaten the implementation of current plans. Being in the present tense, the manager chooses actions
(alternatives) that may often be implemented in the future. The problem is that sometimes you even have to compare the relative effects of alternatives without sound evidence. There is no way to know exactly what will happen if another alternative is chosen. The manager must consider the alternatives, confidently take a stand and state that, say, alternative A will serve the goals better than alternative B or C. However, this is a complex process of moving towards the truth. The existing uncertainty in the decision-making process can create a number of situations in which confusion of concepts is not ruled out.
"decisiveness" and "decision making". In many enterprises, managers are evaluated and rewarded for how quickly and confidently they make decisions. Uncertainty in this case is seen as a sign of weakness. Managers are expected to be quick and decisive in their judgments, and their willingness to implement decisions in the face of difficulties is highly valued. Theoretically, this is correct, but in practice this is not always the best course of action. In management, decisiveness is seen as the ability to make a decision and turn it into reality. And decision making is the ability to analyze the most important information and make the best choice. It is important to properly combine both of these abilities. Paralyzing oneself with endless analysis is just as undesirable as making decisions on a whim, spontaneously. At the heart of the decision-making process for the management of the firm are four basic principles, ignoring which (total or partial) can lead to erroneous decisions and unsatisfactory results. Compliance with these principles makes it possible to make quality decisions at all levels of the organization.

The first principle is the principle of organizational fit. The form of organization must be adapted to the smooth implementation of communications, which facilitates both the decision-making process and control over their implementation. It is impossible not to take into account the fact that powers and responsibilities are increasingly passing "from hand to hand". Only by making managers responsible for the results of their decisions can the best leadership be produced. The second principle is that policies, strategies and objectives must be so clearly defined that they allow general decisions to be made concerning new activities that go beyond today's needs. The third principle requires having sufficient reliable data about the changing environment necessary to maintain effective communication between top-level managers and lower levels of the functioning units of the organization. It is extremely important to select available data in such a way that top-level managers have at their disposal only the facts that they really need and are not overloaded with irrelevant factual material.

The fourth principle provides for flexibility, without which countless possibilities may remain untapped. Under ideal conditions (accurate criteria, clear goals, and complete information), there would be little need for decision makers. A computer could answer any question. Unfortunately, we live in a far from ideal world and there is a constant need for qualified managers who determine the best directions for the organization. By their nature, the listed principles are universal and must be adhered to in managerial and entrepreneurial activities. I note that managers usually make decisions that are associated with certain obligations and the need to implement them. Once a decision is made, it is difficult to change it. The procedure for analyzing alternatives in decision making is different from the procedure for causal analysis. The decision itself can take a number of forms and represent: a standard decision, for which there is a fixed set of alternatives; binary decision (yes or no); multivariate solution (there is a very wide range of alternatives); an innovative solution when action is required but there are no viable alternatives. The most common type of solution is the standard solution.
The analytical steps required to make it apply to other types of decisions as well. When making any type of decision, the experience of a manager is included from the first step and is used throughout this process. If in cause-and-effect analysis it is necessary to be wary of the "favorite causes" of managers, then in decision-making one can become a victim of "favorite alternatives". In this case, the preference for the "favorite option" can distort the entire analysis and lead to a previously known choice. As a rule, for the successful implementation of the managerial decision-making process, a manager needs to go through eight main stages. At the first stage, the main task is to correctly set the goal of the solution. Any decision-making process must begin with an awareness of the need to make a decision. It is important, first of all, to ask the question about the very choice that is to be made. Such questions contribute to the fulfillment of three tasks: to show the connection of the decision with the need to make a choice; set the direction in the search for alternatives; exclude alternatives that lie outside the goal.

In an effort to ensure the correctness of the statement of the goal of the decision, the manager must answer the following questions:

1. What choice am I trying to make? This question provides a starting point. It will be clarified by the next two questions.

2. Why is this solution necessary?

3. What was the last decision? This question stems from the concept that all decisions form a chain. Therefore, it is very important to find the place of this solution in it. For example, suppose that the goal of the decision is to select a training program for the implementation of measures to improve working conditions. Before setting such a goal, it is necessary to answer the question: "Are we sure that the improvement of working conditions will solve the problem of improving the moral climate in the team?" If so, then a new question arises: "Are we convinced that a training program is required?" Only by answering these questions, one can move on, based on the fact that previous decisions were obtained as a result of serious analysis. The second stage is related to the establishment of decision criteria. Since decisions are judged, first of all, by the results obtained, it is reasonable to begin the selection process from their consideration. These outcomes are referred to as "decision criteria" and represent the basis of the choices actually made. It is important for managers to be clear about what they want to achieve. The key question in this case is: "What factors should be considered when making a choice?" This question gives rise to a number of factors that must be taken into account when choosing a solution. In a situation of group decision-making, posing such a question assumes that the persons whose activities should be affected by this decision will have the opportunity to express their assumptions and requirements. In the third stage, the manager divides the criteria according to their importance to the organization. The criteria have different meanings. For example, some criteria are mandatory constraints, while others simply capture desirable characteristics. In order to make a sufficiently effective decision, it is necessary to divide the criteria into hard constraints and desirable characteristics, without which one could do without. Then it is important to rank the criteria classified as desirable. In making managerial decisions, of course, compromises are inevitable. For example, would you prefer faster delivery over low price? Are you willing to sacrifice repair speed for better service? The fourth stage is the development of alternatives. When discussing standard solutions, this is not a problem. For example, when comparing different locations of a new food outlet. When considering other types of solutions, especially innovative ones, this step is more difficult. The fifth stage is allocated to compare the alternatives developed at the previous stage. Skilled decision making requires developing a number of alternatives, comparing them and choosing the best one. Sometimes all solutions look good and none seem superior. Therefore, in order to make a choice, the manager needs some means to compare alternatives. Let's consider some of them. So, first of all, it is advisable to start by gathering information about alternatives. In many cases, the alternatives are initially described in very general terms, such as: "We can arrange for all this work to be done on the side" or "We can hire temporary workers." But in order to be able to compare alternatives, it is necessary to understand the essence of the choice, answering, for example, the following questions:
"How much will it cost to do the work on the side?", "Can it be done efficiently on the side?", "When will the work be completed?" and others. Without sufficient data on the alternatives, it is hardly possible to compare their relative merits. The collected information will help to measure the degree of satisfaction of the requirements for each of the criteria. Data collection is a planned process, not an arbitrary response to information as it becomes available. Once the manager has clearly defined alternatives, the question may come first: "How to systematize and compare data?" Here it is necessary to adhere to the following fundamental principle: “Always compare solutions with criteria, never compare one solution with another. from the point of view of the goals and final results of the decision. At the same stage of the search for effective solutions, another ailment can occur - analytical "paralysis. It occurs when the collection of information about alternatives becomes an end in itself. Decision making is, after all, the process of finding the best option based on on the best and available information.Meanwhile, it is hardly possible to achieve a situation where all the facts, data, necessary materials for making decisions are available.The process of comparing alternatives with criteria is an attempt to help the decision maker focus on key sources of information. Both named "ailments" are accepted Decision problems can be "healed" by focusing primarily on criteria rather than on alternatives. The criterion for evaluating the consequences of various options is usually determined by the purpose of the decisions. At the same time, there is a need to measure the extent to which a certain event contributes to the achievement of the goal. To resolve conflicts, a common unit of measurement of consequences is needed. Without it, it is impossible, for example, to compare an alternative that leads to minimizing the cost of transporting goods with an alternative that allows minimizing the delivery time. In order to compare the consequences of these alternatives, it is necessary that they belong to the same class. How do we translate measurements on one scale (delivery cost) into consequences on another scale (delivery time), or measure both on a third scale? In addition, we must know how to correlate gains on different scales. With regard to economics, it can be said that, unfortunately, it is impossible to express all the consequences in terms of their impact on costs and profits, so using money as a universal unit of measure can be difficult. At the sixth stage, the risk that the firm may be exposed to if a particular alternative is chosen is determined. In business, risk identification can range from complex probabilistic analyzes in operations research models to purely intuitive guesses that can be represented by questions like: "Do you think they
(buyers or competing manufacturers) will take action when we announce a price increase?" we are interested in a working tool for managers that can be used quickly and efficiently and does not require complex mathematical apparatus. In order to correctly determine the area of ​​​​risk, one should consider alternatives one by one and try to predict the difficulties that may be encountered in the implementation of each of them.We emphasize the importance of considering the alternative, because the deviations associated with the adoption of one alternative, as a rule, have nothing to do with the possible deviations in the case of the implementation of other alternatives.Here are some cases of risk. If, for example, the construction of the building is not completed on time, then the opening of the barbershop will have to be delayed.Or another example: If demand on the campus falls in the summer, product revenue may decrease.These types of risks characterize some of the typical side effects that should be considered in entrepreneurial business. On the In the seventh stage, the decision maker makes a risk assessment. Knowing that there is a risk is important, but not enough. Its significance must be determined. Risk assessment considers factors such as likelihood and severity. With the help of the probability factor, a judgment is formed about whether something or another event will actually happen. The severity factor allows you to form a judgment about the degree of influence of the event on the situation, if it occurs. In the eighth stage, a decision is made. Quantitative indicators of the degree of risk help to make an informed decision. After all, these data allow you to compare the performance of alternatives. It should be noted that risk indicators are not directly related to each other, as long as there is no such formula that would allow them to be compared. So the question to be asked is: "Is the extra efficiency I can get worth the risk I'm taking?" Usually, managers do not seek to minimize risk, but take risks that are acceptable and controllable. Making a choice, the manager analyzes, weighs a number of judgments. It is very important to clearly sort these judgments. After all, the decision to be made is based on a certain amount of value judgments. However, there are also ambiguous (double) decisions in the practice of entrepreneurship, which are called binary. The binary solution presents two diametrically opposed alternatives. Usually these are competing alternatives that force the choice of "yes/no", "either/or". For example, to open another workshop or not. These decisions are characterized by a high degree of uncertainty. The short nature of the alternatives forces those who make the decision to take polar opposite positions, which often paralyzes the choice. The binary solution reflects an unnatural state of affairs. This unnaturalness is caused by the restrictions imposed on the choice. Constraints such as "yes or no", "do or not do" sharply narrow the possibilities of choice. Therefore, very few decisions should be presented in this form. Most binary situations arise as a result of the fact that a serious and in-depth analysis of the problem is not carried out.

The reasons for the occurrence of binary situations include the following:

1. Redirecting decision making to higher managers. Subordinates, suppliers, or others who want to influence a decision often submit it in binary form. Such an attempt, intentional or unintentional, is intended to force a choice in the interests of the competitor.

2. Superficial analysis of the problem. Asking questions about whether there are different ways to achieve the same goals is not considered acceptable behavior in many organizations. As a result, the binary solution becomes a way of life.

3. Lack of time to develop optimal solutions. Under the pressure of time constraints, it is often faster to simply choose a course of action than to establish the validity of the problem itself to be solved. The willingness and ability to take responsibility for saying "yes" or "no" is cultivated and encouraged in many firms. It should be cautioned that encouraging decisiveness can lead to identifying it with decision-making itself. Under these conditions, a serious analysis of the facts begins to be perceived as sluggishness and reinsurance. And then the binary decision becomes a generally recognized and decisive criterion for evaluating the effectiveness of a manager.

4. Justification of binary solutions in some cases. There are situations in which the manager, considering the chain of decisions, comes to the most specific level: yes or no. This situation usually develops as a result of a sequence of consciously made decisions and is the final decision in this chain. An example of a valid binary situation would be a make-or-buy decision, especially when there is only one source of supply. When making a multi-choice decision, the first two steps follow the standard decision process. This is setting the goal of the decision and establishing the criteria that should be used when making it. The criteria should be further divided into constraints and desirable characteristics, and the latter ranked by their relative value. But it is important to take into account the fact that in this case it is impossible to use criteria to determine the relative value of alternatives based on their mutual comparison, since the difficulties of comparing, say, fifty or more alternatives are practically insurmountable. Therefore, the list of criteria must be converted into an absolute measurement scale, which will allow each alternative to be evaluated on its own and make a more correct choice. Modern management shows the greatest interest in the process of making an innovative decision, which provides for some innovation, that is, the formation and implementation of a previously unknown alternative. Managers most often find themselves in a situation where they must develop new and better ways to solve problems or achieve results. And this is best done through an innovative process. In cases where none of the known alternatives seems suitable, the criteria optimization method can be used. The main idea of ​​this method is the assumption that combining the best features of known alternatives can lead to a more efficient solution. This procedure is used to help make decisions in situations where traditional methods of developing alternatives do not or cannot give acceptable results. The first step in applying the criteria optimization method is to compile a complete list of desired end results, i.e. criteria. Since there are no alternatives yet and there is nothing to evaluate, they are called "criteria for design". The criteria for constructing alternatives provide incentives and set the direction for the creative presentation of ideas. In the second step, each criterion is taken in turn, and "ideal" solutions are constructed to achieve the final desired result. At this point, no alternative is evaluated. At the moment, they are guided by the following judgment: "What might an alternative look like that ideally meets this criterion?" This process is repeated for each criterion until the optimal criteria (ideas) are identified. It is at this stage of decision-making based on criteria that innovative ideas are required. This is best achieved by "brainstorming" or some other form of group creativity. Here it is especially important to follow the basic principles of the organization of innovative activity outlined above. The freedom to come up with ideas makes it more likely to come up with components that will make up the final innovative solution. Once a list of optimal ideas has been compiled for each of the criteria separately, it is important to evaluate them and try to construct a combined, complex alternative based on them. When starting to combine optimal ideas according to individual criteria into a final alternative, it is necessary first of all to check them for mutual compatibility. At this stage, the competent judgment of the manager plays a key role. For if ideas contradict each other according to two criteria, then it is necessary to determine which of them to include in the combined version. The next step is to compare each of the best ideas for their mutual support. They can turn out to be natural combinations that mutually reinforce and complement each other. Such element-combinations should be linked immediately and used as the basis for a future final alternative. The end result of all this work should be such a combination of ideas that would turn into an effective innovative "synergistic alternative". A synergistic alternative is a combination of ideas, the cumulative effect of which exceeds the simple sum of the effects of these ideas taken separately. If the criteria optimization method yielded several alternatives, then the decision maker can refer to the standard decision procedure and compare these alternatives. When the applied criteria optimization method gives only one alternative, then the initial design criteria turn into a tool for its evaluation.

Conclusion.

So, the effectiveness of a managerial decision depends on the choice of several possible solutions to a given problem. Options for decisions can be real, optimistic and pessimistic. A sign of the scientific organization of management, the scientific style and methods of work of the head is the choice of the best solution from several possible ones. The final solution of the problem comes after "playing" various options, grouping them according to their significance, rejecting those that are obviously unsuitable and unrealistic. One should also beware of the desire to speed up the decision-making process, which entails

sometimes inaccuracies and distortions in the decisions made. Choosing

the final version of the decision, it is necessary to take into account a huge variety of different influences and miscalculation possibilities, explained both by the subjective data of the employee himself, and by some objective data of the calculation accuracy mechanism itself. The leader must take into account that in practical, real reality, the possibility of implementing only one option rarely arises, which has a clear and significant advantage over others. When making a final decision, it is also necessary to foresee the possibility of only partial success or failure of the decision being made, and therefore it is recommended to pre-plan auxiliary (reserve) activities that, in case of failure of the decision taken, can be carried out instead of the planned ones.

classification classification managerial decisions The above definition managerial solutions reveals the typical properties of any managerial solutions regardless of reason...

Have you noticed that sometimes it is very difficult to decide something, that from the number of decisions made in a day you are simply tired and begin to do various impulsive actions. Why is this happening?

Let's first imagine such a situation. Before the commission on parole in Israel appeared three men serving sentences in prisons. All of them have already served more than 2/3 of their terms, but the commission released only one of them. Guess who?

• Case No. 1 was heard at 8:50. The case of an Arab about unintentional murder was heard.
• Case No. 2 was heard at 15:10. Heard the case of a Jew about robbery.
• Case No. 3 was heard at 16:25. The case of an Arab about theft was heard.

A certain pattern was observed in the decisions of the commission, but it had nothing to do with either the crimes themselves or the sentences of these men. It was all about the time of day. This is the conclusion scientists came to after analyzing more than a thousand decisions made during the year. After hearing the appeals of the prisoners and consulting with the members of the commission, the judges made a positive decision in about one in three cases, but as the day went on, the likelihood of parole changed. A positive decision was made in 70% of cases in cases heard in the morning and in 10% of cases in cases heard in the afternoon.

A study this year by Stanford University's Jonathan Levav and Ben-Gurion University's Shai Danziger confirms that there was neither malice nor oddity in the judge's behavior. The fickleness of his decisions is the cost of the "fixer" profession, as George W. Bush once put it. Whatever the circumstances of a particular case, the mental work of deciding on different cases, one after another, tires judges. It is this decision fatigue that drives football defenders to behave oddly late in the game, and financial directors- to dubious entertainment at the end of the day. It constantly interferes with the judgment of everyone: bosses and subordinates, rich and poor. However, not many realize this, and researchers are only beginning to understand why this happens and how to deal with it.

Decision fatigue helps explain why sane people suddenly become angry with colleagues and relatives, spend money on clothes, break diets, and can't turn down a dealer's offer to coat a new car with an anti-corrosion compound. No matter how reasonable and noble you try to be, you cannot make decision after decision without paying a biological price for it. This fatigue differs from ordinary physical fatigue in that you are not aware of it, but the supply of psychic energy is reduced. The more choices you face throughout the day, the harder each subsequent decision is given to the brain, and eventually it begins to look for shortcuts and, as a rule, chooses one of the following significantly different options.

• The first way is recklessness: act impulsively and do not waste energy thinking about the consequences. (Of course, upload this photo! What can happen?)
• The second way - maximum energy savings: do nothing at all. In order not to suffer with decision-making, it is better to avoid any choice. In the long run, decision avoidance often creates even bigger problems, but in the current moment, the mental stress subsides. You begin to resist any changes and any potentially risky actions, such as releasing a criminal who may commit a crime. Therefore, a tired parole board judge chooses the easy way out and the prisoner continues to serve his sentence.

Decision fatigue is the latest discovery related to the phenomenon of the so-called "exhausted ego" - a term coined by social psychologist Roy F. Baumeister (Roy F. Baumeister). The scientist's experiments confirmed that there is a finite source of psychic energy that fuels self-control. After the subjects turned down a bag of M&M's or a freshly baked chocolate chip cookie, they later found it harder to resist other temptations. After watching a tear-jerking movie in which subjects forced themselves to remain indifferent, they gave up faster on lab tasks that required self-discipline, such as solving a geometry puzzle or squeezing a hand expander.

It turned out that willpower is not a popular concept and not a metaphor. It is indeed a form of psychic energy that can be exhausted. The 19th century notion of willpower, according to which willpower is like a muscle that can get tired when used, and energy that can be saved by avoiding temptations, has been experimentally confirmed.

Experiment

A nearby department store was just having a closing sale, and the scientists headed there to fill the trunks of their cars with knick-knacks—not so much High Quality as wedding gifts, but quite attractive to college students. Back at the lab, they told the students that they could get one of the items offered, but first they would have to choose. Would you prefer a pen or a candle? A vanilla or almond scented candle? A candle or a T-shirt? Black t-shirt or red? Meanwhile, the control group, let's call them non-deciders, spent the same amount of time contemplating the same objects without having to choose anything. They were only asked to give their opinion on each item and report how often they used it over the past six months.

After that, all participants took one of the classic tests of self-control: you need to keep your hand in ice water for as long as you can. Impulsively want to take out the hand, so to keep it in the water, you need to apply self-discipline. The solvers gave up faster; they lasted only 28 seconds, while the non-solvers lasted twice as long - 67 seconds. It is clear that the need to choose sapped their willpower, and this was not the only isolated case. (I talked about similar experiments)

To test their theory in real-world conditions, the researchers ventured into today's grand arena of decision and choice: suburban shopping center. They asked shoppers about what they were doing in stores that day, and then asked them to solve some simple arithmetic problems. The researchers asked to solve as many problems as possible, but they said that they could stop at any time. Naturally, shoppers who already had to make a lot of shopping decisions gave up faster. If you go shopping to the point of exhaustion, the same will happen with willpower.

Compromises and Vulnerability

Having exhausted your mental strength, you are reluctant to make compromises related to the need to accept difficult decisions. In the rest of the animal kingdom, predator and prey do not negotiate for long periods of time. Finding compromises is a complex human skill and is therefore the first to deteriorate when willpower is depleted. In this case, a person becomes a so-called cognitive miser, saving energy. In a store, you start looking at only one dimension, like price: just give me what's cheaper. Or you start to indulge yourself by paying attention only to quality: I want the best (this is an especially easy strategy if someone else is paying). Decision fatigue leaves you vulnerable to the pranks of marketers who know when to start selling, as Stanford professor Jonathan Levav demonstrated in experiments with new cars.

The experiment was carried out in German car dealerships, where customers chose the configuration of the car. Car buyers - and these were real customers spending their own money - had to choose from, for example, 4 types of gear lever knobs, 13 types rims, 25 engine and gearbox configurations and 56 interior colors.

As customers began to select components, they carefully weighed all options, but as decision fatigue developed, they settled for all of the default options. And the more difficult the choice was at the beginning of this process, such as choosing the exact shade of gray or brown, the faster they got tired and chose the path of least resistance, settling for the options offered by default. By changing the order in which the different options were presented to customers, the researchers found that customers ended up agreeing to different options that differed in cost by an average of €1,500. Whether they paid a little more for fancy wheels or a lot more for a more powerful engine depended on when they were given that choice and how much willpower they had left.

This is also why supermarket sweets sit so invitingly on the checkout shelves, even as shoppers are exhausted from all the decisions they've had to make while wandering between the shelves. With willpower built up, they are more likely to succumb to any temptation and are especially vulnerable to chocolates, soda, and other things that can quickly get a helping of sugar. After making a lot of compromises, they have less willpower left when they reach the checkout counter to resist Mars candy bars and Skittles. Not without reason such purchases are called impulsive. Despite the fact that supermarket clerks have long understood this, scientists have only recently figured out why this is happening.

Why do you want sweets

In January 2011, the head of the Society for the Study of Personality and Social Psychology, Todd Heatherton, announced the results of his years of experiments: the use of glucose completely reversed the brain changes caused by exhaustion. That is, glucose plays an important role in the formation of willpower.

The discoveries about glucose help explain why diet and proper nutrition are such an exceptionally difficult test of self-control, and why even people with phenomenally strong willpower, which manifests itself in other areas of life, find it so difficult to lose weight. They start the day with good intentions, refusing croissants at breakfast and dessert at lunch, but with each refusal, their willpower decreases. By evening, there is so little of it left that there is a need for restoration. But to restore energy, the body needs glucose. Here is the vicious circle:

1. Not to eat requires willpower.

2. To have willpower, you need to eat.

After this, looking at different things becomes even more sad.

Expending glucose, the body is looking for ways to quickly "refuel" and requires sugar. After completing tasks for self-control, the subjects eat exactly more sweets, and not, for example, salty and fatty foods. potato chips. Even just waiting for when to exercise self-control, people begin to feel hungry and crave sweets. A similar effect explains why many women crave chocolate or something sweet before their period: when glucose levels begin to fluctuate, the body looks for ways to quickly restore it. Sugar-containing foods and drinks will quickly increase self-control (which is why they are convenient to use in experiments), but this is only a temporary solution. The problem is that sugar during the day does not help as much as glucose, which is consistently obtained from food containing protein, etc.

In a study of the activities of the parole board, the benefits of glucose were obvious. In the first half of the day - usually around 10:30 am - the members of the commission had a break during which they were served sandwiches and fruit. The chances of receiving parole for prisoners who were brought immediately before the break were only 20%, while the chances of those who were brought immediately after the break were already 65%. As the time approached dinner, the probability of receiving parole again fell, and the prisoners did not want to come to the commission just before dinner: the chances of a positive decision were only 10%. After lunch, this value soared to 60%.

It is easy to imagine how the work of the parole commission can be reformed: for example, to limit the work shift of a judge to only half a day, preferably the first, with frequent breaks for food and rest. However, what to do with the decision-making fatigue of other members of society is not so obvious. Even if everyone could afford to work half-days, we would still exhaust our willpower all day long, Baumeister and colleagues found out when they went to study in Würzburg in central Germany.

Desire resistance

More than two hundred people participated in the experiment, who during the week were accompanied by specially tuned BlackBerry phones received from psychologists in all their affairs. From time to time, a signal went off in the phone, prompting the owner to report whether he is currently experiencing or has not experienced any desire recently. Through this painstaking study, led by Wilhelm Hofmann, then at the University of Würzburg, more than ten thousand of these mini-reports were collected from morning to midnight.

It turned out that desire is the norm, not the exception. Half of the subjects felt some desire when the signal was triggered: to have a bite to eat, to sit back, to tell everything to their boss; and a quarter reported wishing for something in the past half hour. Many of these desires they tried to resist and how more power they spent their will, the more likely they succumbed to the next temptation that came across. Faced with yet another desire, as a result of which a kind of internal conflict of the “I want, but I shouldn’t” type arises, the subjects succumbed to it more willingly if they had recently had to “fend off” some temptations, and especially if the break between them was small.

After analyzing the results, the researchers came to the conclusion that on average it takes about 3-4 hours a day to resist desires. In other words, if it were possible to read the minds of four or five people at any given time, then we would definitely find that one of them is resisting some desire, using willpower. The most common desires of this "telephone" study were desires to eat and sleep, followed by desires to rest - for example, to take a break and solve a puzzle or play a game, instead of writing a memo. Next on the list of most resisted desires are sexual urges—slightly ahead of other forms of communication like checking Facebook and the like. According to the stories of the subjects, they used various strategic tricks to combat temptations. The most popular is to get distracted by something or switch to another activity, although sometimes they tried to suppress the desire directly or just endure it. They succeeded, of course, with varying degrees of success. They have successfully resisted the urge to sleep, have sex, and spend money, and not so successfully, the temptations of TV and the Internet, as well as all sorts of temptations to relax instead of work.

self control

How often self-control was used by our ancestors in the days before the invention of the iPhone and social psychology - we do not know, but it seems that not many of them experienced such debilitating pressure. When you don’t have to make so many decisions, then you don’t get so tired. The breadth of choice in our time is simply discouraging. Even if the body arrives on time workplace, the mind can slip away at any moment. An average user views about 30 sites a day and the continuous decision-making process tires him: continue working on a project, go to, watch a video on YouTube or buy something on Ozone? For 10 minutes of online shopping, you can cause irreparable damage to your budget, which will have to work out before the end of the year.

The cumulative effect of all these temptations and decisions is not so obvious. Almost no one internally feels how tedious it is to make decisions. Big and small decisions accumulate. What to eat for breakfast, where to take a vacation, who to hire, how much to spend - all this consumes willpower, and there are no signal symptoms indicating a low level of it. It's not the same as being out of breath or hitting a wall in a marathon. Ego depletion does not manifest itself as a single feeling, but rather as a tendency to more intense experiences. When the regulating faculties of the mind are weakened, despair and annoyance are more annoying than usual. Impulsive desires to eat, drink, spend, or say stupid things become stronger (and under the influence of alcohol, the level of self-control drops even lower).

"The ability to accept good decisions is not an ordinary skill that is always with you,” explains Baumeister. "It's a fluctuating state." In his research, he was convinced that the best things with self-control are those who build their lives taking into account the economy of willpower. They don't have endless parallel meetings. They avoid temptations like smorgasbords and develop habits so they don't have to waste psychic energy on making unimportant decisions. They do not have to decide every morning whether or not to force themselves to do exercises, they agree on regular joint training with a friend. They don't have to rely on willpower to last the whole day, they save it for emergencies and important decisions.

"Even the wisest of us can't make the right choice when we're fatigued and our glucose levels are low," notes Baumeister. That's why truly wise people don't schedule a company restructuring meeting at 4:00 pm. They also do not make important decisions in the pre-dinner hours. And if there is a need to make a decision at the end of the day, then they know that this cannot be done on an empty stomach. “The best decisions are made by those,” continues Baumeister, “who knows when NOT to trust themselves.”

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