How long does the legal decision-making take

decision making

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Subject: decision making

collect informations

You need information to make any decision. Make a list of the details and data that are really needed to make your decision. Then you write a second list that contains information that is not quite as important for your decision-making, but which, for example, covers special needs of customers or colleagues. Think about the best place to get all of these facts from. Rank all of the data collected in an order. First dedicate yourself to the really important information, then to the data that would round off a decision or could improve it.

Important materials can be found, for example, in the trade press, on the Internet, in your own documents, in annual reports, etc. But only those things are important with which you achieve your clearly defined goal. Some sources of information are not really neutral because they were written on behalf of a company or institution, for example. So it is advisable to check their origin.

With a little focus, the keywords you are looking for will catch your eye. You save yourself a lot of time with this cross-reading and you can be sure that you have only read what is really important.

If it would take too long to get information, for example because you first have to look for it in an archive or the expert for this question will only be available in three days, you should do without it. Conversations with experts are helpful for knowledge acquisition because they can give you the information you need right away and tell you where to go. But always consider the time you have without putting yourself under pressure. Even an hour can be a lot of time if you have a detailed plan of how to use that hour and if you stay calm enough.

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decision making
Seek advice and opinions

Sometimes decision-making cannot be done alone. Either there are several people involved in this process or you need expert advice to back up your decision. It is also conceivable that for strategic reasons you have to involve colleagues, employees or superiors in the decision-making process in order not to alienate them. This expert council should be made up of people from a wide variety of areas relevant to the topic. This ensures that you do not lose an important aspect of your considerations. You can also benefit from their different approaches. It is not for nothing that commercial companies like to hire humanities scholars to approach the solution of a problem from a completely different point of view.

It is advisable to make an appointment with everyone in good time so that they have time to prepare and do not give the impression of being caught off guard and under pressure. Spreading hectic pace does not lead to anything. Nobody can do anything about the pressure on you. At most, you also block the thought processes of your colleagues. The basic rule of a successful conversation is to listen carefully to the person you are talking to and to signal to them by brief counter and understanding questions that their opinion is important to you - even if you notice after just a few minutes that this conversation will not help you. Always make notes of any information you need to know. In addition to the date, time and the name of the person you are speaking to, write down all the information you need to know. This way you have your head free again for the next conversation and later the opportunity to remind your conversation partner of what has been said and to "bind" them if necessary.

Filter out the advice that is relevant to your decision making are effective. Evaluate the advice based on its content, not who gave it to you. You cannot and do not have to consider vanities or rankings. After all, it is about the best possible professional decision.


Decision support - find alternatives

In order to know which is the best option, you need different solution approaches for your decision-making. Find more than two alternatives so that you can choose, otherwise limit your options yourself. It is always better to be able to choose from several alternatives, even if you are under massive pressure. Because it also gives you self-confidence and contributes to the fact that you can really be sure that you have included all essential points of view in your considerations.

The chapter on the various decision-making aids and creative techniques shows you how you can find so many alternatives in the short time and under extreme psychological pressure. Make sure that they are feasible and that they correspond to your objectives as much as possible. Filter out the best approach that best meets the defined goal.

Now it is important to find out from the many different options the one that best meets the defined goal, e.g. through the opportunity-risk analysis. Don't let yourself be put under pressure by standing up for this decision-making with your name. You have made enough preparations to be able to justify every decision based on the knowledge you have acquired.


Announce the decision

The die is cast - after the decision has been made

To make your decision known, make a list of who needs to be informed. You know these people best and what reactions to expect from them. You can guard against emotional reactions from people who will be at a disadvantage from your decision. Try to make them feel like they might have something to do with them, or that they might have been chosen out of gain or a personal hobby. With appropriate factual counter-arguments, you can explain the necessity of your decision. Perhaps those affected can be convinced by the facts.

It makes strategic sense to inform everyone at the same time so that there is no unnecessary rumor or jealousy. Let everyone involved know what the result of your decision-making was and why, and what goal you want to achieve with it. Make each individual aware of the consequences and changes within their area. It is also important to implement your decision when disclosing all the details. Above all, this concerns their timing and the measures that must be initiated now.

Stick to your decision; if you have uncomfortable questions, stay objective. With appropriate counter-arguments, you can explain the necessity of your decision. For this reason, too, collecting facts and arguments, carefully weighing them up and talking to your colleagues now pay off.

Meet the objections with understanding and explain the new role to each one. This will strengthen your leadership position, as you can meet everyone with in-depth knowledge.

Be sure to present your decision in a convincing and confident manner. Constantly apologizing or appearing insecure can undermine your authority and raise doubts about the correctness of your decision. You will also strengthen your leadership position if you clearly define the new role of each individual and respond to objections with understanding, but can respond to them with in-depth knowledge. In any case, give the colleagues concerned your decision on all important points in writing.