Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts.
It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Criteria” quotes in “Digital Master.”
1 There is fuzziness in the decisions because there is fuzziness in conflicting criteria.
2 Most good ideas often emerge from interactions. Most organizations have too many ideas, but more is not always better. It’s important to set good criteria to evaluate ideas and have the right process to prioritize ideas accordingly.
3 The thing, however, that the human brain cannot do, is to do a comparative assessment of many decision criteria - both quantitative and subjective, concurrently across many options, initiatives or programs, etc, but the advanced decision intelligence tools can help.
4 The criteria to evaluate processes need to clearly identify the core competencies and focus more on process optimization opportunities.
5 Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts.
6 Do not label people only based on physical identity or superficial criteria: The stereotypical thinking or preconceived ideas about how things should happen is propagating. Lack of breadth of knowledge or the depth of understanding is the root cause of poor judgment.
7 Project performance measures (success criteria) for each project are defined in relation to the business strategy; performance measures for project team members are linked to the project performance/success criteria.
8 Goals are - in most cases - expected to be less specific and/or less time-bounded than objectives. The DRIVE Criteria is for Goal setting. The SMART Criteria is an objective setting.
2 Most good ideas often emerge from interactions. Most organizations have too many ideas, but more is not always better. It’s important to set good criteria to evaluate ideas and have the right process to prioritize ideas accordingly.
3 The thing, however, that the human brain cannot do, is to do a comparative assessment of many decision criteria - both quantitative and subjective, concurrently across many options, initiatives or programs, etc, but the advanced decision intelligence tools can help.
4 The criteria to evaluate processes need to clearly identify the core competencies and focus more on process optimization opportunities.
5 Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts.
6 Do not label people only based on physical identity or superficial criteria: The stereotypical thinking or preconceived ideas about how things should happen is propagating. Lack of breadth of knowledge or the depth of understanding is the root cause of poor judgment.
7 Project performance measures (success criteria) for each project are defined in relation to the business strategy; performance measures for project team members are linked to the project performance/success criteria.
8 Goals are - in most cases - expected to be less specific and/or less time-bounded than objectives. The DRIVE Criteria is for Goal setting. The SMART Criteria is an objective setting.
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