Making and delegating decisions is a huge part of what leaders do. In fact, good leadership is impossible without skilled decision-making. Today’s leaders require skills for:
As shown in the model below, great decision making is most likely to happen when leaders grasp the full complexity of a situation and think about it clearly enough to communicate their understanding effectively. But understanding a situation and communicating effectively about it isn’t enough by itself. Great decision-makers rely on several additional skills, including skills for considering and coordinating perspectives, considering context, working closely with others, and designing effective decision-making processes.
The LDMA is designed to support the continuous development of leaders’ decision-making skills, so they become better decision makers day-by-day. Here's a breakdown showing how information in individual reports is organized.
|Skill||Report tab||Why it's important||Complexity|
|Grasps the full complexity of a situation||Your reasoning||When making decisions, more complex thinkers not only understand situations more completely, they demonstrate greater flexibility, agility, and openness. They are more likely to thrive in VUCA environments.||Provides a complexity level score—determined with the Lectical Assessment System (LAS) or the Computerized Lectical Assessment System (CLAS)—and describes what this score suggests about the test-taker's current way of approaching workplace decisions.|
|All skills||Strengths & Recommendations||Helps leaders identify their personal "growth edge" and supports optimal learning.||Provides feedback and recommendations based on the Lectical Score (and other aspects of a performance). Feedback on this tab is chosen especially for the individual test-taker.|
|All skills||General suggestions for growth||Supports optimal learning.||Provides feedback and recommendations based on the Lectical Score.|
|Thinks & communicates clearly||Argumentation||Great decision-makers must not only think complexly, they need to think clearly and communicate their thoughts clearly and compellingly.||Provides scores, marked on a scale from 1-10, for 4 different aspects of argumentation. Analysts, coaches, & instructors use this information to refine learning suggestions.|
|Considers perspectives (taking)||Perspectives—taking them||Great decision makers care about the perspectives of others, understand the importance of considering diverse perspectives, and in a given situation, can determine which perspective are important to include.||Provides a score, on a scale from 0-120, based on the number of and type of perspectives the test-taker suggested taking into account, and how they took them into account.|
|Considers perspectives (seeking)||Perspectives—seeking them||Great decision makers are curious about the perspectives of others because they understand the limitations of their own perspectives. They also know when to seek or clarify a particular perspective and which perspectives need clarification.||Provides a score, on a scale from 0-120, based on the number and type of perspectives the test-taker suggested seeking or clarifying, and how they sought or clarified them.|
|Coordinates perspectives||Perspectives—coordinating them||Great decision makers determine which perspectives matter, seek out a diversity of relevant perspectives, and bring them together in a way that allows for the emergence of new solutions.||Provides a score, marked on a scale from 0–100, based on the way the test-taker went about working with the perspectives they took and sought.|
|Works closely with others||Collaborative capacity||Great decision makers are skilled facilitators who understand the value of collaboration and can leverage the level of collaboration that's appropriate for a particular decision-making context.||Provides a score, marked on a scale from 0–100, based on the way the test-taker included others in their decision-making process.|
|Considers the context||Contextual thinking||Great decision makers are predisposed to think contextually. They can identify the contexts that are most likely to matter in a given situation and determine how these contexts relate to a particular situation.||Provides a score, marked on a scale from 0–100, based on the way the test-taker considered and worked with context in their responses.|
|Designs effective decision-making processes||Decision-making process||Great decision makers deftly employ a range of decision-making tools and skills to design effective decision-making processes for complex situations.||Provides a score, marked on a scale from 0–100, based upon the quality and scope of the test-taker's decision-making process.|