Clarity State Decision-Making
About Clarity State Decision Making
Methodology
The Clarity State™ Decision Making methodology is a Massachusetts Institute of Technology (MIT) based programme for strategic and comprehensive decision-making and the subject of the book entitled “The Right Decision Every Time: How to Reach Perfect Clarity on Tough Decisions” by Luda Kopeikina.
Research
Conducted over two years, MIT-Sloan Visiting Scholar and 1998 Top 20 CEO of US public high-tech company, Luda Kopeikina, surveyed more than 110 CEOs of major organisations in the US. First asking them to identify the hindrances to clarity in decisions, Kopeikina discovered five main difficulties in decision making:
Types of Difficulty in Decision Making |
Occurance (%) |
|---|---|
Lack of clear perspective |
30% |
Lack of clear objective |
25% |
Difficulty in selecting from among options |
17% |
Lack of clear constraints |
15% |
Difficulty in dealing with emotions |
13% |
It became clear to her that if there should be a programme that allows users to reach clarity of decisions, it must address these issues. With that came the Clarity State Decision Making (CSDM) technology. (Read more about this in our Developing the 4G Leader page.)
What’s unique about CSDM?
Developed by an industry captain to meet the needs of industry captains, this is a programme designed to overcome decision difficulties, leading to clarity. Understanding that emotions cannot be detached from rational thinking, this methodology instead uses them to guide our thinking, achieving balance. In addition, perspective shifts are seldom easy, especially for one who is vested in the decision. Applying the methodology, multiple perspectives are obtained, normally giving decision makers a new insight, an ‘aha’ moment, an innovative option.
Applications
Although CSDM can be used in just about all possible situations that require a decision, its forte is in clarity for tough decisions. These are decisions that have eluded even the best of us after due consideration. It is when there is a contention between rational thinking and instinct. It is when the stakes are high and one does not want to go about it lightly. It is when we have always been flying by the seat of our pants and we now need more structure. It is when we have to work with a team and we need a common language and methodology to move things along. It is when we have tried all the normal ways and things still don’t seem to work. It is when we are seeking a new perspective when all others don’t seem to fit. It is when there is uncertainty in the environment and we need to manage the risks appropriately.