The Decision–Making Inventory: Facilitator Guide Package

The Decision–Making Style Inventory
The most recent research into decision making suggests that the most effective leaders are the ones who are able to adapt their decision–making style over time as their roles and responsibilities change.
The Decision–Making Style Inventory offers a proven, easily understandable way to assess decision–making style. The inventory measures two dimensions of decision making: Two structural styles—Systematic and Spontaneous, and two processing styles—Internal and External. The 20–item inventory determines which of four styles is an individual′s preferred style. It is a powerful tool that can be used in numerous developmental situations such as formal leadership training, coaching, and even performance appraisals.
The Facilitator Guide includes the information and tools to administer the inventory and walk participants through the evaluation and interpretation process. The assessment takes only 10 minutes to complete and once the scores are plotted, shows each participant their preferred or dominant style, and offers advice on how and when that style is most and least effective. There′s information, too, on how to communicate successfully with other styles, and practical suggestions for developing style flexibility. Samples of the participant′s workbook and inventory are also included.
Praise forThe Decision–Making Inventory
"I have followed the development of the DMSI since its inception 20 years ago. It is a valid, interesting, and easy to use inventory for anyone wishing to find a common corporate language for understanding individual differences."
—Constance Holmes, Director, supply chain optimization training and development, Coca Cola
"The DMSI provides a unique and easily understood approach for managing decision–making styles that works for both individuals and organizations."
—Ingrid Bens, Aut hor, Facilitating with Ease! and Advanced Facilitation Strategies
"We used the DMSI in a college career exploration course designed for students who were undecided or changing their majors. The DMSI was an exceptional tool that helped students understand the important role that decision–making style plays in the process of making realistic career choices."
—Melinda McDonald, Associate Director, Fisher College of Business, The Ohio State University and George Steele, director of educational access, The Ohio Learning Network

Spis treści:
ACKNOWLEDGMENTS.
PLEASE READ ME FIRST!
BACKGROUND FOR THE DECISION–MAKING STYLE INVENTORY AND WORKSHOP.
INTRODUCTION TO THE FACILITATOR GUIDE.
OVERVIEW OF DMSI THEORY.
DEVELOPMENT OF THE DECISION–MAKING STYLE THEORY.
DEVELOPMENT OF THE DECISION–MAKING STYLE INVENTORY.
ABOUT THE DECISION–MAKING STYLE INVENTORY.
ADMINISTERING AND SCORING THE INVENTORY.
PREPARING FOR A WORKSHOP SESSION.
CONDUCTING THE WORKSHOP: UNDERSTANDING UN–UNDERSTANDABLE PEOPLE.
Welcome and Objectives.
Administer the DMSI.
Introducing the Styles.
Scoring the DMSI.
Break.
Treasure Hunters and Detectives.
Implications of the Decision–Making Styles.
Strengths and Liabilities.
Putting the Styles to Use.
REFERENCES.
Appendix A: Description of the Workshop.
Appendix B: Thumbnails of Slides.
Appendix C: Instruction for Scoring the DMSI.
ABOUT THE AUTHORS.
HOW TO USE THE CD–ROM.

Nota biograficzna:
William C. Coscarelli teaches fulltime at Southern Illinois University Carbondale in the department of Curriculum & Instruction. He is the former co–director of the Hewlett–Packard World Wide Test Development Center. He was elected as president of the Association for Educational Communications and Technology Division for Instructional Development, appointed as founding editor of Performance Improvement Quarterly, and was elected as the president of the ISPI (International Society for Performance Improvement).

Okładka tylna:
The Decision–Making Style Inventory
The most recent research into decision making suggests that the most effective leaders are the ones who are able to adapt their decision–making style over time as their roles and responsibilities change.
The Decision–Making Style Inventory offers a proven, easily understandable way to assess decision–making style. The inventory measures two dimensions of decision making: Two structural styles—Systematic and Spontaneous, and two processing styles—Internal and External. The 20–item inventory determines which of four styles is an individual′s preferred style. It is a powerful tool that can be used in numerous developmental situations such as formal leadership training, coaching, and even performance appraisals.
The Facilitator Guide includes the information and tools to administer the inventory and walk participants through the evaluation and interpretation process. The assessment takes only 10 minutes to complete and once the scores are plotted, shows each participant their preferred or dominant style, and offers advice on how and when that style is most and least effective. There′s information, too, on how to communicate successfully with other styles, and practical suggestions for developing style flexibility. Samples of the participant′s workbook and inventory are also included.
Praise forThe Decision–Making Inventory
"I have followed the development of the DMSI since its inception 20 years ago. It is a valid, interesting, and easy to use inventory for anyone wishing to find a common corporate language for understanding individual differences."
—Constance Holmes, Director, supply chain optimization training and development, Coca Cola
"The DMSI provides a unique and easily understood approach for managing decision–making styles that works for both individuals and organizations."
—Ingrid Bens, Author, Facilitating with Ease! and Advanced Facilitation Strategies
"We used the DMSI in a college career exploration course designed for students who were undecided or changing their majors. The DMSI was an exceptional tool that helped students understand the important role that decision–making style plays in the process of making realistic career choices."
—Melinda McDonald, Associate Director, Fisher College of Business, The Ohio State University and George Steele, director of educational access, The Ohio Learning Network