GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
Gaining Power to Make DecisionsIntroductionExamplesThis section describes ways to overcome indecision and increase decisionmakingpower. Some decisions are risky, fearful, and trigger anxiety. Toescape this unpleasantness and seek comfort, some people resort to negativecoping behavior.Examples of negative behavior:BehaviorDescriptionStalling x Refusing to face the issue.x Obsessive gathering of endless facts.Overreacting x Shooting from the hip with mindlessdecisions.x Using excessive resources to makerash decisions work.Vacillating x Unable to pick the best course of action.x Reversing decisions.Taking half measures x Muddling through.x Making the safest decision to avoidcontroversy.OvercomingbarriersDelegation ofauthorityThe same psychological barriers that cause time wasting and a do-it-yourselfmentality also cause indecision. To recognize and overcome these barriers,review these sections:x Chapter 2, Perspective, pages 2-11 and 2-12.x Chapter 3, Step 4: Overcome Barriers, pages 3-11 through 3-13.Also use techniques described below to increase power to make decisions.Ensure the tasking authority delegates sufficient authority to accomplish thetask. You have a right to--x Task others for information.x Be provided resources.x Schedule meetings.x Set suspense dates.x Visit people to gather information or coordinate.Tip: Review Delegation of Authority, Chapter 1, pages 1-17 through 1-19NRDC GRC – Staff Handbook 5-12
Gaining Power to Make Decisions, ContinuedManagementby exceptionExamplesAdvantagesIntentManagement by exception is a technique for sharing decision-makingauthority. Your boss authorizes you to make certain decisions independently.Decisions outside this range of authority are exceptions and must be referredupward.Examples of exceptions referred to a boss for a decision:x When key players won't cooperate.x If higher ups interfere.x If a deadline is going to slip.Advantages of managing by exception:x Increases flexibility.x Relieves boss from making decisions you can make.x Saves time.x Able to act as boss of your own job.Your intent: State your intent with an approved plan. Tell them whatyou're going to do. A plan--x Empowers you to act.x Makes decisions easier to defend.x Establishes a claim for resources.Boss's intent: Knowing your boss's intent promotes initiative and enables youto make decisions without always asking for guidance or permission.NRDC GRC – Staff Handbook 5-13
- Page 66 and 67: Efficiency and EffectivenessIntrodu
- Page 68 and 69: Efficiency and Effectiveness, Conti
- Page 70 and 71: Step 1: Record Use of TimeIntroduct
- Page 72 and 73: Step 2: Analyze ResultsIntroduction
- Page 74: Step 3: Eliminate Time WastersIntro
- Page 77 and 78: Step 4: Overcome Barriers, Continue
- Page 79 and 80: Priorities, ContinuedVisionVision i
- Page 81 and 82: Doing Things One at a TimeIntroduct
- Page 83 and 84: Chapter SummaryKey points This tabl
- Page 85 and 86: Chapter 4Meetings and InterviewsOve
- Page 87 and 88: Preparing an AgendaIntroductionGuid
- Page 89 and 90: Opening a MeetingIntroductionOpenin
- Page 91 and 92: Guiding DiscussionIntroductionHow t
- Page 93 and 94: Concluding a MeetingIntroductionEnd
- Page 95 and 96: Interactive MeetingsIntroduction Ru
- Page 97 and 98: Interactive Roles, ContinuedRecorde
- Page 99 and 100: Conducting an InterviewIntroduction
- Page 101 and 102: Controlling an InterviewIntroductio
- Page 103: Chapter Summary, ContinuedKey point
- Page 106 and 107: Problem-Solving StepsIntroductionTh
- Page 108 and 109: Step 2: Gather InformationIntroduct
- Page 110 and 111: Step 3: Develop AlternativesIntrodu
- Page 112 and 113: Step 4: Weigh AlternativesArriving
- Page 114 and 115: Adaptive Decision MakingIntroductio
- Page 118 and 119: Problems, Decisions, and ManagersIn
- Page 120 and 121: Chapter Summary, ContinuedKey point
- Page 122 and 123: Informal Organization and Grapevine
- Page 124 and 125: Listening Barriers We MeetBenefits
- Page 126 and 127: Overcoming Listening BarriersOverco
- Page 128 and 129: Active Listening, ContinuedAsk ques
- Page 130 and 131: Body Language, ContinuedExamplesWay
- Page 132 and 133: PersuadingIntroductionStaff officer
- Page 134 and 135: Persuading, ContinuedSelling steps(
- Page 136 and 137: Overcoming Objections, ContinuedPro
- Page 138 and 139: Negotiating StrategiesIntroductionT
- Page 140 and 141: Negotiating Strategies, ContinuedCo
- Page 142 and 143: Bad NewsIntroduction Building a goo
- Page 144 and 145: Chapter SummaryKey points This tabl
- Page 147 and 148: Chapter 7WritingOverviewIntroductio
- Page 149 and 150: Standards and RulesIntroduction Thi
- Page 151 and 152: Active VoiceIntroduction If you did
- Page 153 and 154: Active Voice, ContinuedWhen to usep
- Page 155 and 156: Eliminating Wordiness, ContinuedCut
- Page 157 and 158: Smothered VerbsIntroduction Another
- Page 159 and 160: PackagingIntroduction The way somet
- Page 161 and 162: Readability FormulasIntroductionRea
- Page 163 and 164: Editing, ContinuedRulesChecklistWhe
- Page 165: Chapter Summary, ContinuedKey point
Gaining Power to Make DecisionsIntroductionExamplesThis section describes ways to overcome indecision and increase decisionmakingpower. Some decisions are risky, fearful, and trigger anxiety. Toescape this unpleasantness and seek comfort, some people resort to negativecoping behavior.Examples of negative behavior:BehaviorDescriptionStalling x Refusing to face the issue.x Obsessive gathering of endless facts.Overreacting x Shooting from the hip with mindlessdecisions.x Using excessive resources to makerash decisions work.Vacillating x Unable to pick the best course of action.x Reversing decisions.Taking half measures x Muddling through.x Making the safest decision to avoidcontroversy.OvercomingbarriersDelegation ofauthorityThe same psychological barriers that cause time wasting and a do-it-yourselfmentality also cause indecision. To recognize and overcome these barriers,review these sections:x Chapter 2, Perspective, pages 2-11 and 2-12.x Chapter 3, Step 4: Overcome Barriers, pages 3-11 through 3-13.Also use techniques described below to increase power to make decisions.Ensure the tasking authority delegates sufficient authority to accomplish thetask. You have a right to--x Task others for information.x Be provided resources.x Schedule meetings.x Set suspense dates.x Visit people to gather information or coordinate.Tip: Review Delegation of Authority, Chapter 1, pages 1-17 through 1-19<strong>NRDC</strong> GRC – Staff Handbook 5-12