The Decision Wisdom Of "Airplane Snow Sweeping"

Through reasonable decision-making procedures, it may be the most effective way to look ridiculous.

Let's take a look at a case of Northwest American power company's "non procedural decision making".

This is a classic case in the field of "non procedural decision-making".

At the same time, I would like to remind you of the communication skills in this case.

The North West Co is responsible for the pmission and distribution business in the northwest of the United States.

There is a long pmission line in the area, and most of them are in mountainous areas where pportation is extremely inconvenient.

The line is covered by overhead wire rod bare wires.

Snowfalls are frequent in the region every winter, and often heavy snow or blizzard.

As snow fell on the wires, the snow began to melt on the wires after the snow stopped the sun.

Because of the low temperature in winter in the area, the melting snow soon became frozen on the wires.

After a few snowfalls, a lot of ice will be accumulated on the wires, and most of them will be concentrated in the middle part of the two poles. Heavy ice will cause serious falls of the wires and the phenomenon that the wires are overburdened. This will result in the interruption of the electricity supply in the area, not only when the residents or enterprises are unable to get warm, but also cause industrial production to stop and the economic losses are huge.

North West Co faces enormous pressure.

The previous solution is to constantly rush repairs, which not only costs a lot of manpower and material resources, but also wastes time and even happens to workers who have lost their lives in the mountains.

The company once faced users and government accusations.

In order to solve this problem thoroughly, the company

First of all, before the panel meeting, CEO and CFO and other senior officials made a stipulation on the financial and time to solve the problem: the total cost of the annual investment can not be higher than 15 million dollars; the snow on the electric line must be cleared up every time after the snow comes out, or before the sun comes out (or no more than 10 hours of snow stopping).

CEO first introduced to the pmission line is often broken, and then asked everyone to think without any restrictions on their own solutions, even if ridiculous will not be blamed.

At the same time, CEO requires that no one should comment or criticize any suggestion when he makes suggestions, but he can put forward his own better ideas or methods under the enlightening of others.

Of course, CEO did not tell you about $15 million a year's budgetary restrictions and the elimination of snow time restrictions, so that everyone's ideas were constrained.

So we began to think and put forward various kinds of things.

After the proposal was ended, CEO announced the adjournment of the meeting. Several policy makers and staff members entered the small conference room and began to sort out the plans: the plan which did not meet budgetary or time constraints was excluded first, and the budget was first retained, but the scheme which seemed ridiculous but met the budgetary and time constraints was also retained.

After a new round of discussion, people generally pay attention to the "ridiculous" scheme of hanging a big broom under the plane.

After the meeting was reconvened, the plan was discussed by the policy group, and finally the experimental plan was determined as follows: two helicopters are renting over the line at the appropriate height (safe and able to remove snow) above the line, and then return to the original route after meeting each other.

The data needed to be determined in the experiment: how much is the appropriate height? How much is the speed? How much is the total cost per snowfall?

The North West Co finally leased two helicopters from Canada for trial.

A few days later, a report was put in.

Looking at this report, CEO laughed happily: the 10 hour restriction can be completed in 2 hours; the annual budget of 15 million dollars has changed to no more than 1 million dollars; it seems that the "outlandish" idea has been rationalized and the effect has been excellent.

The scheme was implemented quickly, and there was no interruption of the snow line in the mountainous area ever since.

From this case, we can see how to pass the "non procedural problem".

"Identify the problems to be solved;

"Determine the constraints (funds, manpower, time, objectives, etc.), but do not publish them in advance.

"To form a decision-making group;

The members of the group expressed their views and put forward various proposals.

In the process of recommendation, no comment is made, even the most ridiculous suggestion.

The core members screened all recommendations according to the pre defined constraints.

"3-5 feasible suggestions were selected and perfected.

"Through the full discussion or verification, determine the final plan.

It should be noted that once a problem is determined through this "programmed" way, and the final solution is proved feasible, it is necessary to work out a reasonable workflow for the whole settlement process immediately.

In the future, when facing the same problem, run according to the process.

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In this way, a problem that belongs to "non procedural decision-making" will eventually become a "procedural decision" problem through the "programmed" decision-making method.

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Decision making exists almost daily in enterprises, and its importance is self-evident.

How to make scientific and reasonable decisions plays an important role in improving organizational efficiency and achieving organizational goals.

The following is a simple statement of decision management.

Enterprise decision generally can be divided into "programmed decision" (conventional decision) and "non programmed decision" (unconventional decision).

Whether it is strategic decision or tactical decision making, whether it is a single objective decision making problem or a multi-objective decision-making problem, it is classified into two categories: "programmed decision problem" and "non programmed decision problem".

Enterprises do not have decision-making, there is no management, no operation.

Routine decision is a routine decision, and it is a general decision that needs to be solved frequently in daily work.

It is characterized by its repeatability and structure, and has been stereotyped in decision-making.

Decision makers can make decisions based on experience and routine rules and procedures, and do not have to make new decisions every time.

If an enterprise's raw materials purchase quantity and time requirements are regulated, it can be purchased on time and in quantity, so it is not necessary to make decisions every time.

Equipment maintenance is the same, to a certain period of time should be implemented according to regulations.

Therefore, the problem of this kind of problem is actually not a decision without decision, but rather a decision has already been made and is carried out every day or in time according to the decision procedure.

This kind of decision problem is "programmed decision problem".

For example, the report plan has procedures, and workers have operation procedures.

Because it is repeated, as long as a decision is made, it can follow the procedures repeatedly.

The higher the degree of procedural management of an enterprise, the higher the management order and management level, and the higher the efficiency of management.

The general "tactical decision problem" basically belongs to this kind of decision-making problem.

In other words, the problem of tactical decision-making, that is, management and obligation, should be progressively realized.

Another kind of decision making problem is neither routine activity nor frequent repetition, but a one-off non routine decision-making activity, or a problem that the enterprise first meets and needs to solve, such as the decision making problem of new product development, the decision-making problem of diversification management, the decision making of the contingency measures for the major changes in the market supply and demand, the decision making of advanced technology, the business objectives and the formulation of the business policy. These decision problems are not only important things in the management and operation of enterprises, but also can not be programmed and new, so they need to make new decisions, which is called "non procedural decision making problems".

The strategic decisions of enterprises, including single objective decision making and multi-objective decision-making, are basically "non programmed decision problems".

This kind of decision-making has great contingency or randomness. Its characteristics are: there are few repetitiveness of the problems; there are more complicated internal and external environments and conditions; in some links, it can not be expressed by quantitative methods; it involves major business management problems.

Such decisions often require quantitative data collection and decision makers' experience judgment.

What is the market demand for these products? What is the market demand of these products? How long does the enterprise share in the market? How long is the economic life of the new product? Finally, should the enterprise develop this new product? If so, how much should the output be in future? If not, can the enterprise's status be maintained? Some of these problems can be quantified, and some must be judged by experience and decision making.

So can "non procedural problems" be made in a "programmed" way? The answer is yes!

What needs to be reminded is that strong communication must be achieved both in the early brainstorming stage and in the next stage of execution.