Recognition-Primed Decision Making Model

This decision-making model was developed by Gary A. Klein and published in his book “Recognition-primed decision model”. This model incorporates contextual assessment and mental evaluation to come up with the best reaction to a problem. The characterising element of this model is that decision makers consider only one option instead of weighing several choices at a time. After recognising the problem, the manager identifies its characteristics including the goals, problem cues, expectations, and typical actions to take, in the situation. After that, the manager will think the plan through, conducting a mental simulation of the scenario to see if it works and making suitable modifications if necessary. If he thinks the plan is enough, he makes it his final decision. An alternative is only assessed if the initial plan does not work out in the manager's opinion. Although this decision-making model can be applied when managers are under time pressure, its success rate correlates with managers’ experiences and expertise.

To become a successful decision maker, a person should learn to apply the appropriate decision-making model in each situation and practice it frequently to master the use of it. More importantly, one should avoid the decision-making traps so that they will not cloud one's judgement. For senior managers whose decisions can impact the lives of hundreds of people, they should invest more time to explore more decision-making tools and techniques to prevent them from falling into those traps and make better decisions.

Click here to view a video "I don’t make decisions".