Generally speaking, the foresight ability of decision-making is divided into five aspects: first, the sensitivity ability, relying on a unique intuition about the appearance of things to judge the future direction of things, which often makes it difficult for outsiders to understand and accept things rationally and objectively; The second is comprehensive ability, that is, to dig out valuable first-hand objective materials through numerous complicated phenomena, and comprehensively summarize and process the materials according to certain clues or scientific principles, so as to provide reliable objective basis for decision-making; Third, analytical ability, using certain skills and methods to make dialectical analysis of things, looking for other related factors and potential series of information, gradually straightening out various contradictions within things and between things, and finding out the main crux that affects the development of things; Fourth, we can reason according to the related logical relations and the inherent laws of things' operation, explore new trends or laws of objective material changes, guide future work practice, and thus improve the value and feasibility of decision-making; The fifth is confidence. Policymakers must have full confidence in any prediction they make, stand the test of time and practice, and be responsible for themselves, society and work.
Throughout the ages, great decision makers have a sense of "foresight". They are far-sighted and insightful, which is inseparable from their profound theoretical literacy. From Marx and Lenin to Mao Zedong and Deng Xiaoping, they made a series of decisions for human revolution and socialist economic construction, all of which embodied extraordinary foresight and were branded with scientific theory.
In order to improve the ability of decision-making, business leaders must first strengthen their theoretical cultivation. First, study Marxist scientific theory, master scientific methodology, and be good at dialectically treating, analyzing and handling problems; Second, we should learn from Comrade Deng Xiaoping's theory of building a Socialism with Chinese characteristics, be familiar with China's specific national conditions, and strive to combine enterprise decision-making with the country's political and economic climate; Third, learn the theory of socialist market economy and modern enterprise system knowledge, understand the market situation and reform direction, and improve the initiative of enterprises in market competition; Fourth, learn modern management knowledge and know how to use advanced decision-making techniques and means to serve enterprises for efficient decision-making; The fifth is to learn professional skills and related business knowledge, and strive to become a professional decision-making expert.
Path 2: Improve the adaptability of decision-making from practice.
Things in the world are complicated and changeable, and people's first decision is more or less subjective and cannot be absolutely accurate. They must also be tested by practice and constantly adjusted, revised and improved in practice, which is the adaptability of decision-making.
In practice, there are four kinds of decision-making adaptability: one is monitoring ability, that is, the importance attached to pilot projects, situation development and current situation changes in small-scale decision-making; Second, the ability of feedback mainly depends on the decision-maker's mastery of a series of chain reactions and surrounding information brought about by decision-making; The third is the ability to reflect, that is, the ability to test decision-making practice, whether it can draw inferences from abnormal situations in practice and find loopholes in decision-making; The fourth is the ability of countermeasures. Whether the decision can adapt to the changed new environment and new situation mainly depends on the accuracy and strength of the countermeasures.
At present, developing socialist market economy and establishing modern enterprise system will inevitably encounter many new situations, new problems and new contradictions, which requires enterprise leaders not only to have keen foresight, but also to have flexible adaptability. First, we should adapt to the needs of enterprise reform, break stereotypes, change ideas, dare to rush, dare to do, and dare to take risks, so that enterprises will always be at the forefront of the times; Second, to meet the needs of enterprise development, we should establish the consciousness of competition, market, benefit and innovation, practice the skills of mastering the market economy, enhance the ability of market adaptability, and make enterprises invincible in the competition; Third, to meet the needs of enterprise stability, we should always keep a clear head in decision-making, be cautious about all kinds of interest issues arising in the reform, focus on the overall situation, immediately correct or terminate inappropriate decisions that are not conducive to enterprise development, and maintain a stable, United and healthy environment for enterprises; Fourth, adapt to the needs of improvement, persist in investigation and study, proceed from reality, be good at summing up experience, find problems, take effective measures to promote the development of various management work, and continuously improve work efficiency.
Path 3: improve the risk-taking ability of decision-making ideologically.
A person who is good at making decisions will not make a decision until he is 100% sure of things. Decision-making always carries certain risks, and "making a decision" before everything is clear is not a decision. You know, when the conditions are completely met, it is often the time when the best opportunity disappears. If you pursue perfection blindly, you will miss the opportunity. Generally speaking, as long as you are more than 60% sure, you should dare to make decisions and act with confidence. In a certain sense, the size of risks and benefits is directly proportional. If you succeed, you will get more benefits, and benefits are compensation for people's risks. Decisions that dare not take risks at all can never be regarded as smart and effective decisions.
Ideologically speaking, the risk of decision-making is by no means blind, but a scientific and courageous act, which conforms to the spirit of "dare to think, dare to do and dare to be" advocated by Comrade Deng Xiaoping. There are four specific contents: first, the ability to explore and dare to challenge the harsh objective environment, various hidden interests and regional challenges that have not been explored by predecessors; The second is the material risk ability, that is, to scientifically analyze and predict the mastered risk materials or situations, so as to understand more measurable risks and preventable risks, and strive to reduce risks to the scope of decision-making; Third, the ability to take risks, that is, under the premise of full scientific argumentation, the decisions made have the strength to control risks; The fourth is the ability to resist risks. The implementation of risk decision-making is a struggle between people and objective environment. The result depends on the actual anti-risk level of the decision.
In real life, we must pay attention to six problems when making risk decisions: first, we must overcome the courage of "Chu Wang Ba", we must not be rash in everything, and we must talk about methods, strategies and strategies; The second is to overcome mental impulse, emotionality and irrationality; Third, we should overcome personal utilitarian thoughts, take the world by storm and engage in personal heroism; Fourth, we should overcome the idea of overreaching, aiming high and seeking foreign countries; Fifth, we should overcome the practice of being divorced from reality and not stressing objective conditions; Sixth, we must overcome irresponsible and rash behavior.
Path 4: psychologically improve decision-making ability.
Decision-making needs to take risks, and decision-making is a comprehensive test of the psychological quality of decision-makers. A decision without sufficient psychological preparation is an immature decision, and a decision maker without sufficient psychological preparation is an incompetent decision maker.
Policymakers must have five kinds of psychological endurance: first, self-improvement, decision-making is challenged or suppressed by external factors, not to be outdone, and enterprising; Second, self-transcendence, not satisfied with the status quo, dare to challenge themselves, dare to deny themselves, and strive for a higher level and higher goals; The third is self-control, that is, to be calm, calm and natural, and not to be shaken by external influences; Fourth, the ability of self-regulation. When the decision-making environment and content change, or the decision-making scheme is in contrast with the reality, the decision-maker will actively and calmly reflect on himself, gain insight into the potential hidden worries in the decision-making and make self-adjustment in time; The fifth is the ability of self-diagnosis. When the decision-maker is depressed or his decision-making behavior is extremely frustrated, he can make self-diagnosis and control rationally.
So, how can business leaders improve their decision-making psychological endurance? First, we should strengthen the influence of decision-making, read more biographies of successful decision-makers and learn from others' experience in controlling risks; Second, we should strengthen psychological tests, consciously put ourselves in the hardest places to exercise and cultivate the spirit of suffering; Third, we should be open-minded, pay less attention to fame and fortune, and establish a revolutionary spirit of being selfless and fearless; Fourth, we should plan ahead, make all preparations for decision-making in advance, and always keep ourselves in the active position of decision-making.
Path 5: improve the creative ability of decision-making from thinking.
Thinking embodied in decision-making activities is thinking. "There is thinking in the brain and there is a way out at the foot", which is the wonderful effect that thinking brings to decision makers. At present, many enterprises have suffered serious losses, and their market operations are struggling. It can be said that the crux and core of the problem is that they are not open-minded and lack creativity. If the decision-makers "emancipate their minds and be more courageous", look at the problem with a different brain and solve it in a different way, the effect will be very different. Red bean clothing is popular in Japan, which stems from red bean poems that have never been sung, and has achieved "love fortune"; Hangzhou Jinlong Commercial Building launched the "ten-point profit" sales method, which is good at benefiting others and self-interest, and the small profits are not thin. These decision makers have shown extraordinary thinking creativity and achieved ingenious and unexpected results.
In order to improve the decision-making ability and creativity, enterprise leaders must first strengthen their ideological cultivation. First of all, we should form the habit of thinking and asking questions, ask a few more questions about every problem we encounter in our daily work, consider what problems will arise in this way, and then solve them one by one from reality. Being able to think and doubt often can not only prevent simple and rude decision-making, but also gradually produce creativity in the long run. The second is to have clear decision-making objectives, so that leaders will focus on decision-making objectives, and creativity will be included. Third, we should be good at using comprehensive knowledge and analogical thinking, and draw lessons from the regular content and enlightening similar objective behaviors in related disciplines and knowledge and technology fields for comprehensive processing and deductive reasoning, so that decision-making can be continuously improved on the basis of innovation. Fourth, we should dare to do seemingly impossible things, dare to take risks, dare to explore, be good at "making something out of nothing", burst into strange creativity, and let the thinking advantage be fully reflected in the blank area of decision-making.
Path 6: improve the competitiveness of decision-making from information.
This is the information age. Whoever can master more information and use it better and faster will win the initiative in market competition. Practice has proved that a piece of valuable information can make the enterprise on the verge of bankruptcy get a new life, and it can also "go up a storey still higher" to make the enterprise better. More importantly, some important comprehensive information can even breed and produce a series of new policies and measures to invigorate the economy.
It is not unreasonable that some people put forward "information+decision = wealth" in commercial warfare. However, to turn good information into wealth requires scientific decision-making.
How can business leaders improve the competitiveness of decision-making from information? First, we should fully understand the important position and role of information work in scientific decision-making, establish a strong sense of information work, have a unique vision, find the use value that others can't easily find from general information, turn the information enjoyed by * * * into exclusive information, and make our business decisions surprisingly unique. Second, it is necessary to effectively change the current situation of imperfect enterprise information network, few information workers and low quality, step up the improvement of information basic work, and establish a three-level information network for factories, workshops and teams. The third is to expand information channels, improve information processing methods, establish standardized information collection, sorting, storage, application and feedback systems, speed up the automation of information processing methods, and improve the timeliness, accuracy and reliability of information work. Fourth, we should conduct extensive market research, understand and master consumers' psychology, consumption trends and spending power, and collect information extensively, quickly, accurately and without error. Fifth, improve the ability of independent thinking, receiving and processing information, treat all kinds of information sent by external things with the best adaptability, then distinguish the different attributes of things and feed back the information to all links of production, supply and marketing in time. Sixth, pay attention to the extension of information, analyze and predict the future of the products it will operate through deep processing of the information it has, so as to obtain the greatest social and economic benefits. Seventh, we should have a keen strategic vision and bold decision-making courage, be good at developing the potential value of information, seize the opportunity as soon as possible, make the right decision first, and develop the invisible market. Eighth, attach importance to political policy information, study various policies and regulations in depth, make full use of existing policies, and ensure that decision-making conforms to the direction of national policies.
Path 7: Improve the ability of subordinate groups to participate in decision-making.
For business leaders, decision-making must not be "centralized". Because after all, the strength of a person or a "small group" is limited. In order to avoid decision-making mistakes and missed opportunities as much as possible, we must establish a democratic and scientific decision-making system. Realizing the democratization of decision-making, that is, improving the ability of all employees to participate in democratic management, is the premise of realizing scientific decision-making.
Comrade Mao Zedong once pointed out: "People have unlimited creativity." Edison, a world-famous scientist, famously said, "Create the future with collective wisdom." This fully shows that the people are the main body of creation. Practice has repeatedly proved that all decisions made after full discussion by the masses are always relatively perfect and safe. In terms of decision-making, there are five abilities for employees to participate: first, they are independent and can participate in decision-making discussions with a high sense of ownership and strong personal opinions; Second, according to the decision-making requirements, reasonable suggestions can be put forward from different angles to improve the decision-making level; Third, the ability of supervision, which can democratically supervise the decision-making of enterprise leaders; Fourth, evaluation ability can evaluate enterprise decision-making democratically; The fifth is executive power, which can consciously improve decision-making in practice.
To improve the ability of employees to participate in decision-making, we must do a good job in three aspects: first, based on enterprises, look inward, give play to the role of "collective Zhuge" and extensively carry out rational suggestions; Second, we should follow the principles of democracy and science when making decisions, truly safeguard the status of workers as masters, fully explore the wisdom of workers through various channels, and enable workers to actively participate in the production, operation and management decisions of enterprises; Third, strive to improve the quality of the workforce, boldly explore some methods of democratic decision-making, and effectively ensure the efficiency and quality of democratic decision-making.