Survey reveals engineering decision making process

A Chartered Management Institute product story

Edited by the Engineeringtalk editorial team Nov 18, 2005

Senior managers in the engineering industry are frustrated by an inability to reach decisions, according to a survey published by the Chartered Management Institute.

Senior managers in the engineering industry are frustrated by an inability to reach decisions, according to a survey published by the Chartered Management Institute.

The research reveals that managers are confident in their own ability, but face hurdles in the shape of pressure from colleagues, bureaucracy and a lack of resources.

Conducted during October and November 2005, the survey also identifies the key characteristics that make good decision-makers and highlights how engineering managers make up their minds.

Key findings include the following.

Lack of support: three in 10 senior managers in the engineering industry have taken a decision against their better judgement in the past six months.

A number of reasons were cited for this.

Of those, one in five claimed undue pressure from colleagues affected the way they made decisions and 12% suggested they lack the time to consider problems carefully.

A further 12% blamed poor decisions on bureaucracy.

Considered confidence: eight in 10 managers in the engineering industry are confident about their own decision-making abilities.

Many recognise the need to consult others, with 79% consulting their team and 57% with stakeholders.

The results demonstrate that managers prefer to make decisions based on rational analysis with only 14% admitting to relying on "gut feelings".

Personality profile: asked what characteristics make good decision-makers, top answers included logical thinking (45%), experience (59%), and objectivity (41%).

Only 5% claimed that intuition was an essential character trait, with 40 per cent suggesting that active listening is vital.

According to the survey, 38% of respondents in the construction industry believe they are better equipped to make decisions due to their management status.

However, signalling that they understand the importance of experience, 71% suggested that training has influenced their ability.

69% said they have gained confidence from international experience and 76% from undertaking development programmes.

Jo Causon, Director, Marketing and Corporate Affairs, at the Chartered Management Institute, says: "Decisions are a key part of any manager's day to day activities, but they are not easy and people need to be prepared and informed in order to make them correctly".

"The last thing anyone should do is leave decisions to chance, because of the potential damage that can be done to productivity, morale and the bottom line".

Responding to the findings in the research, the Chartered Management Institute is issuing guidance about the art of decision-making.

Remain objective: decisions impact on those around you, so consider the effects on colleagues or team members before making your mind up.

That doesn't mean opting for the easy way out, but considering the issue from the point of view of what will work best for them.

Take your time: too many people believe that they have to make up their mind quickly.

They believe that a fast decision keeps the pressure off.

Instead, allow yourself time to weigh up the risks and assess all the options and you are more likely to reach a conclusion based on clear, considered arguments.

Of course, sometimes you will need to make a quick decision, but recognise that this is not always the case.

Communicate your decision: outline clearly what you expect from people.

They are unlikely to know why you want things done a certain way unless you tell them.

So explain your reasons and make sure colleagues understand them.

If you don't do that, the likelihood of others accepting your decision is greatly reduced.

Detailed support, covering issues that range from decisions about recruitment, change management and conflict resolution, is also available via the institute's website, which offers practical tips, case studies and suggestions about how to deal with workplace dilemmas.

Causon adds: "Often people are afraid about making mistakes".

"But it's worth remembering that, sometimes, more can be learnt from errors than from getting things right".

"It's important to accept that you may not always get things right, but by making sure that you are informed and well prepared before making your final decision, you will minimise the potential for errors and wrong choices".