Framing Decisions

by J. Davidson Frame

"Framing Decisions" offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. While no longer sufficient for today's complex decision-making environment, there is much to be learned from the mechanical techniques that have been developed over the past fifty years. Consequently, in addition to providing insights into the new decision-making environment, this book addresses proven decision-making techniques that can help executives improve their decision-making skills.

305 pages, ebook

First published April 10, 2012

Reviews

[Doug Kildsig · Rating 5 out of 5]

Framing Decisions, Decision Making That Accounts for Irrationality, People, and Constraints, authored by J Davidson Frame, is an enticing study, and does not disappoint by taking a sincere and meaningful divergence from what could be described as traditional decision-making models and theories. The focus on humanity, intellect, education, and moral character as key components, not only to the decision-making process, but also the outcomes, consequences was refreshing and practical. The individual and collective moral character components of the book’s promoted decision-making model are what drew me to in at the onset, and I certainly did not leave disappointed. Multitudes have raised question to the general moral and character condition of our collective society and the individuals that comprise it, so I was curious and intrigued by a decision-making model that addressed this component, specifically and directly, and as a substantive element to modeling decision making and consequences, in general. The character components of truth and honesty reminded me of how I have concluded regarding securities markets. There is a risk component to securities that is very similar to that which appears to be growing in individuals and collective societies, and that risk is lack of truth or honesty.
The reader will obtain much insight and benefit from the lessons framed and presented in this book, to include a broad definition of stakeholders; competing interests acknowledgement; traditional distractions of models over purpose; limitations of difficult but highly relevant definitions; social/cultural moral normative conditions; individual perception; and the role of, or lack thereof of leaders in the decision-making process. Bottom line, this book takes into account what is often dismissed or not considered in traditional decision-making models and theory. Although it does not perfect a model that incorporates the components of irrationality, people, and constraints, it goes a long way to illuminating our minds to these very practical and relevant components to how we frame and effectively deal with the multitude of decisions that present themselves to us for our consideration and conclusion.

[Bryan Stambaugh · Rating 5 out of 5]

“Framing Decisions” by J. Davidson Frame is a novel addition to decision-making literature because it breaks away from traditional decision analysis theory which is essentially a management process with an analytical dimension. By acknowledging the human side of the equation where inputs aren’t always factual, unbiased or complete, Dr. Frame starts a new conversation about why decisions are not always rational, how decisions are actually made and what factors influence them. Also, indicative of Dr. Frames other books, many concepts discussed are supported by renowned literary references giving it the legitimacy and merit to move decision-making scholarly thought to the next level.

Dr. Frame does a nice job establishing a few basic concepts to calibrate the reader, and then he zeroes in on more complex topics as he focuses on mindful decisions of consequence. His coverage of a wide array of topics, many of which address the decision-maker as part of a group in an organizational context, piqued my interest. I can directly relate what I learned my current position, especially trying to understand customers as decision-makers and the constraints they face being part of a large organization. As Dr. Frame says, ”in making decisions people do not operate in a vacuum.”

This book is academic yet practical and a pleasure to read, which is contrary to traditional decision-making literature full of process maps and decision trees. Dr. Frame’s wealth of knowledge and broad experience enables him to succinctly encapsulate decision-making from a real world perspective, using highly familiar morally failed examples from recent years. With its ultimate purpose to help steer people towards making mindful decisions that impact others favorably, it is a good book to help build a more just society going forward.

[Randy Small · Rating 5 out of 5]

Interesting book. Puts people at the center of decision making. Most decision making books focus on making rational, optimal decisions. This book says "Forget it," claiming that rational decision making is chimerical. All decisions of consequence (i.e., non-trivial decisions)involve multiple players who invariably hold different views on how decisions should be made. When working with multiple players, the issue of rationality becomes irrelevant If George's views prevail, he will see the decision as rational; Tom, on the other hand, whose views are jettisoned, is not likely to see the decision as rational. In the final analysis, who cares? The important thing is to recognize that the decision makers' principal job, when dealing with multiple players, is to accommodate conflicting perspectives to the extent possible. The book covers topics not normally handled in decision making books: for example, the role of the brain, handling dishonesty and incompetence, and seeking to implement distributed decision making. If use in the classroom, this book would be a great supplement to a conventional decision making text -- while the text focuses on tools and techniques, Framing Decisions focuses on handling people when making decisions.

[David Burke · Rating 5 out of 5]

We make decisions everyday and think little about what influences us. That's why anyone whose livelihood involves making decisions owes themselves the benefit of this book. Davidson Frame provides a clear understanding of the myriad factors that influence our decision-making process. He challenges us with the facts we should consider when faced with making a consequential decision. Do we know our stakeholders? How do our emotions affect us? How might we be biased? You will, no doubt, be changed and approach decision-making differently, and with more confidence, after your eyes have been opened by his commonsense, yet often overlooked, wisdom. The book is entertaining, easy to read, and most importantly, thought provoking.

David Burke