Hal Mooz is cofounder of a training and consulting company dedicated to training in project management, systems engineering, systems management, and related disciplines. He consults to government agencies and private organizations, including AT&T, NASA, Lockheed Martin, and numerous others. He has trained more than 10,000 high-technology project managers. His book Visualizing Project Management was selected by MIT, Stanford, Naval Postgraduate School, The George Washington University, and others for graduate classes and professional development programs. He is the co-creator of the University of California Project Management Training Program and a co-developer of the Stanford University Systems Engineering Certificate Program. Hal Mooz is a Certified Systems Engineering Professional and a Certified Project Management Professional. He earned the CIA's Seal Medallion and was named an INCOSE Pioneer.
Make Up Your Mind: A Decision Making Guide to Thinking Clearly and Choosing Wiselyby Hal Mooz, Jeff Henley (Foreword by)
Make Up Your Mind provides author Hal Mooz’s proprietary system for decision making. This approach consists of three decision-making models, including: the Decision Type Model, which characterizes what is at stake with any decision; the Decision Solution Model,/i>/b>
A proven decision-making system guides readers to the right choice every time
Make Up Your Mind provides author Hal Mooz’s proprietary system for decision making. This approach consists of three decision-making models, including: the Decision Type Model, which characterizes what is at stake with any decision; the Decision Solution Model, which frames the most suitable alternatives; and the Decision Judgment Model, which provides ten bases for judging alternatives, some of which may be defensible and others that, although popular, may not be defensible to challenge. These models guide the reader's thinking to the most promising alternatives and the best choice.
- A decision fit person enjoys the benefit of thinking clearly about decisions and their outcomes and is competent to act knowledgeably and decisively about creating the alternatives and judging them appropriately.
Become decision fit. Think clearly and act decisively on your own decisions and help others to do the same.
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This is a MUST READ! No matter what your role is in life you must read "Make Up Your Mind. Decision fitness" is a discipline that is essential, weather you are a General, running the relief effort post a disaster, or in school. Hal provides great insights into the decision making process and the logic to use for making the best decisions. I keep the book very close as a reference/reminder, and most often suggest this book to my clients and friends.
Most people don't use a process for decision making; if their decision didn't work out as hoped for, they often wonder what happened. Taking much of the guess work out of decisions, "Make Up Your Mind" by Hal Mooz, provides several processes for a disciplined approach to help you find the best decision. It will no doubt improve the odds of getting the outcome you hope for. Engineers and analytical folks, who love formal processes, would find this book particularly helpful but even those who usually rely on their intuition should take a look at this. It's like going for a second opinion to test your intuition, making sure and giving you comfort that you are making the right decision.
It's one thing to talk about the importance of making good (great) decisions; it's another to actually show us how to do that. Hal Mooz does that in spades. "Make Up Your Mind" gives us every possible tool necessary to understand real decision making. I've just started applying what I've been learning and I've already seen benefits in my business decision making process.
The author has managed to provide a workable and practical framework for decision making in this highly readable book. That he did so in less than 200 pages is remarkable. What makes this book valuable is the depth and breadth of essential elements of decision making. Not only does the book begin with a discussion of psychological and semantic aspects (fear of negative outcomes, intentions and decisions), but also physiological aspects, such as how rigor in decision making can suffer from decreased glucose levels based on time of day and when food was last consumed. While the latter point may seem to be superfluous information, it is actually useful to factor into scheduling meetings or task forces that are charged with decision making. Where this book shines is how the author clearly lays out a structured approach to decision making that can be tailored to the type and magnitude of the decision. It starts with crafting the decision statement - something that is not always given the attention that it deserves. If you learn nothing else from this book, this, alone, will dramatically improve your decision process. This is because most decisions in real life are made without fully understanding the context or being properly framed. I have personally been a member of process action teams that made a number of false starts (or plunged directly into solving the wrong problem) because the context and framing or decisions were haphazard or not even clearly understood. Had this book been available to all members many wasted hours would have been avoided. Other discussions in the first half of the book are also about the foundation of the framework. These include an in-depth discussion of judgement and a framework for solutions. I advise paying close attention to these chapters because some of the discussion touches on legal and liability aspects. Again, I have worked with and for companies that were seemingly oblivious to how decisions and how they were arrived at could come back and haunt them during litigation. And in some cases they did. While the author does not play chicken little here I do appreciate this aspect of decision making being included. My favorite part of the book is Part II, Deciding. I will admit that when I first opened this book I was skeptical that it would be all about qualitative methods. Not so. Don't get me wrong - in less than 200 pages there is not step-by-step discussion of probability models or other quantitative methods. There is, however, a discussion of effective techniques associated with process-based decision judgement models, with an emphasis on fact- and probability-based approaches. It is up to you, the reader, to dig deeper into these techniques. This book takes a complex topic and breaks it down into a clear and straightforward framework that is well suited to the real world. I personally believe that this is a breakthrough work BECAUSE of how it can be adapted to any corporate standard for decision making. It is not so rigid that it is an organizational straightjacket, and it is not lightweight when it comes to making strategic decisions, and especially those that carry a risk of litigation.
If you're like me, you have a list of books that you're planning on reading. This one should go right to the top of that list! There is no doubt the framework that Hal presents will help, immediately, with professional and personal decision making. One of the most interesting aspects of the book is Hal's analysis of some famous (or infamous) decisions ever made, providing insight into the process that led to the result. In addition to showing you how to identify different types of decisions, other interesting aspects of the book include the impact of personality style on decision making and how to leverage decision trees. I already consider the book indispensable and the concepts can be applied in real life immediately.