A person’s decision-making describes how they seek, organize, and weigh information. The Decision Making Inventory is a validated and reliable 20-item Likert assessment that identifies an individual’s decision making style preference. The assessment measures four dimensions. Two structural styles–Systematic and Spontaneous, and two processing styles–Internal and External. The Systematic decision-maker prefers logical processes and seeks to analysis all parts in a problem. The Spontaneous prefers thought-chaining and tends to focus on the whole, not the parts. The processing style–how people prefer to make sense of the information in their structural style–can be Internal or External. The Internal prefers to analyze privately. The External needs to hear the words to analyze information. The two dimensions are combined to find a preferred decision-making style: Systematic-Internal, Systematic-External, Spontaneous-Internal, and Spontaneous-Eternal, plotted on a four-quadrant chart. The assessment takes 10-minutes to complete. Once the scores are plotted, individuals turn to the description of each style, where they’ll find advice on when their preferred style is most and least effective, how to communicate successfully with other styles, and practical suggestions for developing style flexibility.
Book Details:
- Author: William C. Coscarelli
- ISBN: 9780787988395
- Year Published: 2007
- Pages: 16
- BISAC: BUS071000, BUSINESS & ECONOMICS/Leadership
About the Book and Topic:
A person’s decision-making describes how they seek, organize, and weigh information. The Decision Making Inventory is a validated and reliable 20-item Likert assessment that identifies an individual’s decision making style preference. The assessment measures four dimensions. Two structural styles–Systematic and Spontaneous, and two processing styles–Internal and External. The Systematic decision-maker prefers logical processes and seeks to analysis all parts in a problem. The Spontaneous prefers thought-chaining and tends to focus on the whole, not the parts. The processing style–how people prefer to make sense of the information in their structural style–can be Internal or External. The Internal prefers to analyze privately. The External needs to hear the words to analyze information. The two dimensions are combined to find a preferred decision-making style: Systematic-Internal, Systematic-External, Spontaneous-Internal, and Spontaneous-Eternal, plotted on a four-quadrant chart. The assessment takes 10-minutes to complete. Once the scores are plotted, individuals turn to the description of each style, where they’ll find advice on when their preferred style is most and least effective, how to communicate successfully with other styles, and practical suggestions for developing style flexibility.
The most recent research into decision making suggests that successful leaders’ decision-making evolves as their career develops. Or put another way, their careers develop because they are able to adapt and change their decision-making style. Knowing your style, then, is a starting point for uncovering potential career roadblocks. Additionally, when others are aware of your style, it can facilitate better interaction and communication.
High demand for tools on leadership and career planning DMI is a powerful tool for helping leaders immediately understand their decision-making style, identify potential roadblocks to advancement, and to learn more effective ways of interacting with others. Respected, and well-known author Coscarelli is an award-winning author and former president of ISPI. He has a vibrant consultancy practice and will work closely with Wiley to seed the market by initiating the sales process at his more than 100 clients. Easy to administer The inventory comprises 20 questions, and takes just 10 minutes to complete and self score. Strong upsell, and add-on sales potential DMI has uses in multiple areas including leadership, career planning, communication, strategic planning, creativity, and innovation.
About the Author
Bill Coscarelli is currently teaching full time at Southern Illinois University Carbondale in the department of Curriculum & Instruction. He is the university’s former co-director of the Hewlett-Packard World Wide Test Development Center. Bill has been elected as president of the Association for Educational Communications and Technology’s Division for Instructional Development, appointed as founding editor of Performance Improvement Quarterly, and as the President of the International Society for Performance Improvement. His consulting practice has been engaged by many of the world’s leading companies including AT&T, Citibank, Dun and Bradstreet, Hewlett Packard, IBM, McDonald’s, Microsoft and State Farm.