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AIM-IRS Annual Business Meeting & Training Seminar

AIM-IRS Annual Business Meeting & Training Seminar. Decision Making  and  Problem Solving. Decision Making & Problem Solving. Perspective:

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AIM-IRS Annual Business Meeting & Training Seminar

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  1. AIM-IRSAnnual Business Meeting & Training Seminar Decision Making  and  Problem Solving

  2. Decision Making & Problem Solving Perspective: Should you "take the initiative”? When to bring a decision to your boss, and when to handle it yourself. A good decision now is better than a great decision later! Find out how to attack "decision fear" in yourself and others.

  3. Decision Making & Problem Solving Introduction Basics • Decision making • Completed staff work

  4. Decision Making & Problem Solving Decision making • Outcome • Course of action • Produces a final choice • Output • Action or • Opinion

  5. Decision Making & Problem Solving Decision Making Techniques • Listing • Random or coincidence • Accepting the first option • Forms of divination • Acquiesce • Highest probability

  6. Decision Making & Problem Solving Tool for Decision Making • Risk Management

  7. Decision Making & Problem Solving Risk Management • What could go wrong? = Risk • How likely is it? = Probability • How bad is it? = Impact • What can be done to prevent it from happening? = Mitigation Plan

  8. Decision Making & Problem Solving Risk Statement • “If” – A condition that describes the situation or circumstances • “Then” – Consequence of the condition or circumstance

  9. Decision Making & Problem Solving Risk Probability – general guidelines • “Low” – Probability of the risk occurring is less than 25% • “Medium” – Probability of the risk occurring is greater than 25% and less than 75% • “High” – Probability of the risk occurring is greater than 100%

  10. Decision Making & Problem Solving Risk Impact – Assessment of the overall impact of the condition, considers multiple factors such as cost, schedule, performance, etc. • “Low” – Low or no impact to all factors • “Medium” – Medium impact to some or all factors • “High” – High impact to some or all factors

  11. Decision Making & Problem Solving Risk Mitigation – What is done with the risk? • Transfer • Assume • Control • Avoid

  12. Decision Making & Problem Solving Risk Assessment – Review all the risks for probability, impact and mitigation

  13. Decision Making & Problem Solving Risk Management Summary • Risk Based Decision – What course of action is selected based on the risk assessment? • Do we choose to accept the probable impact of the risk with the appropriate mitigations? • Are there alternatives that provide a similar outcome with lower probable impacts? • Is this a rational decision? • Is this the best decision?

  14. Decision Making & Problem Solving Executive Expectation: Completed staff work

  15. Decision Making & Problem Solving The Doctrine of Completed Staff Work • Completed staff work: • Study of a problem, and • Presentation of a solution Note:Completed action so that the boss may indicate approval or disapproval.

  16. Decision Making & Problem Solving Your dutyis to work out the details. • Do consult other staff members. • Worked out product in a finished form. • Resist the impulse to ask the boss.

  17. Boss Needs answers Does not need questions Approves or disapproves Your job Study Write Re-study Re-write Deliver a proposed product Decision Making & Problem Solving

  18. Decision Making & Problem Solving Tips • Avoid long explanations. • A memo to your boss is not completed staff work.  • Writing a memo for your boss to send to someone else is. • Your finished document should simply require the boss’s signature. 

  19. Decision Making & Problem Solving Rough Drafts • Are okay to have • Must be fully developed ideas • Are not be an excuse for shifting responsibility to the boss

  20. Decision Making & Problem Solving Final Test • If you were the boss, would you be willing to sign the paper you have prepared, and stake your professional reputation on it being right? • If the answer is no, take it back and work it over, because it is not yet completed staff work. • Remember, the boss isn’t the editor, make sure the memo is 100% “good to go”, no typos, proper English, etc.

  21. Decision Making & Problem Solving Completed Staff Work Summary Make the decision to solve the problem and present your recommendations to your boss in the form of completed staff work.

  22. Decision Making & Problem SolvingIRS Strategic Plan

  23. Decision Making & Problem Solving • IRS Strategic Plan • Goal 1: Improve service to make voluntary compliance easier • Goal 2: Enforce the law to ensure everyone meets their obligation to pay taxes • Strategic Foundations: Invest for high performance • Are the decisions we’re making supporting the Strategic Plan?

  24. Decision Making & Problem Solving • IRS Values • Honesty and Integrity • Respect • Continuous Improvement • Inclusion • Openness and Collaboration • Personal Accountability • Are the decisions we’re making in line with the IRS Values?

  25. Decision Making & Problem Solving • Summary • Take the initiative to make a decision • Know the facts • Clearly articulate the issues • Finally – Recommend a course of action!

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