Kingfisher School of Business and Finance

Lucao District, Dagupan City

Written Case Analysis No. 4

INFLUENCING DECISIONS

Submitted By:

Almendarez, Cyrus F.

Cayabyab, Jhunelyne L.

De Guzman, Jochelle F.

Dela Cruz, Stephannie Joy B.

Fabiaña, Sherliz Jennell L.

Manuel, Kyle

Manzano, Louraine T.

Pineda, Bernadette O.

Group 4

Submitted To:

Ms. Ma. Kristine C. Estrada

Instructor

Date of Submission: May 5, 2024

This case study allows the readers to determine the role and impact of influence

tactics on one’s decision and outcome. The following questions will answer the problem

stated:

1. How does the degree of responsibility affect the decision-making process, in

consideration of influence tactics?

2. Does the influence tactics have a significant impact and effectiveness in achieving the

desired outcome?

3. What is the role of influence tactics on one's decision in terms of:

a. Rational Persuasion

b. Personal Appeals

c. Coalition and Pressure

d. Collaboration

II. Objectives

This study has a general objective to specific objectives that aims to have excellent

decision making with certain situations. It intends to attain an effective conceptual thinking to

evaluate a decision.

General Objectives

It aims to influence the decision that ensures the overall goal of the business. It provides

a sense of purpose that will enhance the control and choice of the decision which is influenced

by tactics. Thus, leaders’ decisions will contribute to the success and growth of the organization.

Specific Objectives

● To consider factors that will affect the decision-making

● To assess the interest of the organization

● To credits each subordinate efforts and ideas to the company

III. Areas of Consideration

Strengths:

● Diverse tactics (supportive, inspirational, rational, social proof) for decision-making

influence. Employing diverse tactics ensures that decision-makers consider multiple

perspectives, leading to a more comprehensive analysis of the situation. This helps in

identifying potential risks, opportunities, and challenges that may have been overlooked

with a single approach.

● Each tactic prioritizes organizational success and proposes beneficial ideas. Many

influence tactics involve building and nurturing relationships with others, which can lead

to trust and cooperation.

Weaknesses:

● Supportive and inspirational tactics lack empirical data, potentially weakening influence.

In environments where decision-making is expected to be rational and evidence-based,

the absence of empirical data to support supportive and inspirational tactics may

undermine their credibility. Decision-makers may question the validity and reliability of

such tactics, especially if they prioritize quantitative metrics and hard data.

● Inadequate analysis may hinder determining the best decision. Inadequate analysis

increases the risk of decision-making biases, such as confirmation bias or availability

bias. Decision-makers may rely on limited or selective information, reinforcing

factors.

Opportunities:

Considering market research, the manager can choose a project with the highest

potential return on investment and minimal risk. This opportunity enables the manager to

prioritize evidence-based decision-making, leading to the selection of a project with a higher

likelihood of success and long-term growth for the business, organizations can:

● Improve the quality of decisions: Rational decision-making involves considering all

relevant factors, weighing them objectively, and selecting the most logical course of

action. This can result in decisions that are well-thought-out and aligned with

organizational goals.

● Minimize risks: Rational analysis helps in identifying potential risks and evaluating their

likelihood and impact. By thoroughly assessing risks, organizations can take proactive

measures to mitigate them, thereby reducing the chances of negative outcomes.

● Enhance strategic planning: Rational decision-making provides a structured framework

for strategic planning. It enables organizations to set clear objectives, analyze

alternatives, and choose strategies that are most likely to achieve desired outcomes.

Threats:

Relying solely on external validation without thorough scrutiny may lead to missed

opportunities or biased outcomes, undermining the effectiveness of the decision-making

process, decision-makers may:

decision-making, where certain options are favored over others due to personal

preferences or preconceived notions. This can result in suboptimal outcomes and hinder

organizational performance.

● Miss growth opportunities: Failure to identify and address weaknesses or threats may

cause organizations to overlook potential opportunities for growth and improvement. By

ignoring areas of vulnerability, organizations may fail to capitalize on emerging trends,

technologies, or market shifts, thereby missing out on valuable opportunities to expand

their reach and competitiveness.

IV. Alternative Courses of Action

Influence tactics are approaches used to persuade people or organizations in making

decisions. These can potentially be used against others, resulting in negative outcomes such as

pressure, coalition, and competition; therefore, certain alternatives to avoid unethical behaviors

and attitudes are provided below.

● Collaborative Decision-Making

Implementing a collaborative decision-making method enables the organizational

team to develop plans together and analyze the factors necessary to make a decision.

Given the ease with which they can communicate, the group will be able to convince and

influence one another in planning. Discussions will ensure that employees have an

improved understanding of the issue as this strategy allows for various perspectives,

allowing for unanimous choices. Furthermore, collaborative decision-making meetings

allow employees to compare presented ideas and determine which is better for the

organization. The pool of knowledge gained in a group may result in better decisions
 than those made individually. According to Fedkin (n.d.), the collaborative

decision-making process aims to combine information from all stakeholders in order to

make the best objective decision. Coles (2017) stated when two or more people work

together on a decision, they are usually working toward a common goal that they both

want to achieve. The ideals, assumptions, and relative power of individuals engaged will

impact decisions made as a result of these collaborations.

● Consensus Decision-Making

Consensus decision-making among employees can be used as an alternative for

influencing tactics in decision making as this reveals the goal and interest of the majority.

This can be useful because their involvement in the company has the potential to affect

their decisions. Furthermore, consensus is often accepted by the group since many

people believe it is a fair manner of developing a plan. Participation in planning improves

the implementation process given that making a decision gives employees a sense of

control. Seeking consensus among members increases the credibility of the choice and

creates confidence in the group. Madden (2017) stated that consensus decision making

is based on the assumption that everyone's voice is valuable and that all concerns

raised from a place of integrity are valid.

● Combining Ideas

Since their ideas are all good and you know that all of them can be presented

and used for the project, then they should combine their ideas. Combining their ideas will

have a additional chance that it will work to the project they've been deciding for, and

using combining ideas all of the staff have a equal chance that their ideas are getting

pick since all of the ideas are used for the project. According to Rikke Iversholt (2014),

new ideas come from unlimited sources and opportunities. Often, a change in
 environment or parameters can lead to a change in how we engage with and within our

surroundings. Combining existing ideas to create a new idea often mimics natural

selection: it results in a hybrid, which, when it is successful, is stronger and more

resistant. If their ideas are not applicable to the project, then they will all be working

together to fix their ideas and make them suitable for the new project.

● Preparing SWOT Analysis

Preparing a SWOT analysis for all the ideas proposed for the new project will

determine the threats and weaknesses of the ideas and why they would be chosen for

the project. With this method, the staff don't have any arguments since the manager is

just preparing a SWOT analysis to determine which idea would be perfect for the project.

According to Gavin Bottrell (2023), a SWOT analysis serves as a solid foundation for

strategic planning and decision-making processes. This process allows businesses and

managers to set realistic objectives, allocate resources effectively, and determine the

most suitable course of action for their long-term success. SWOT analysis will be done

by the manager to avoid bias in making this analysis.

V. Recommendation

After careful consideration of all the available options, the group has recommended the

best course of action: collaborative decision-making. This approach allows for inclusivity and

innovation, as the manager can access a diverse range of insights and perspectives from team

members regarding proposals for a new project. Such a system promotes open communication

and encourages team members to share their ideas, provide feedback, and offer constructive

criticism to identify hidden flaws and potential opportunities. While disagreements may arise

during the process, clear communication and goal-setting beforehand can help align ideas and

prevent conflicts.
 As a manager, one must recognize the importance of implementing collaborative

decision-making as an influence tactic to drive effective decision-making within the organization.

To ensure the successful adoption of this approach, the following strategies and action plan can

be implemented.

Establish a collaborative culture. The organization should foster an environment that

values collaboration, open communication, and respect for diverse perspectives. This can be

achieved by encouraging a culture of trust and psychological safety, where team members feel

comfortable sharing their ideas and opinions.

Clearly define decision-making processes. Develop clear guidelines and procedures

for collaborative decision-making. The management should outline the roles and responsibilities

of each team member in the decision-making process.

Facilitate Effective Communication. The head must organize regular team meetings

and workshops to facilitate discussions and idea-sharing, encouraging active participation from

all team members. In these meetings, ensure that everyone has an opportunity to contribute

their insights and perspectives. In the process, implement effective communication tools and

platforms to ensure seamless information exchange among team members.

Embrace diversity and inclusion. Collaborative decision-making requires

acknowledging and appreciating the diverse backgrounds, experiences, and expertise of team

members. The organization must seek to include perspectives from different departments, levels

of hierarchy,and functions within the organization.

Utilize facilitation technique. Employing facilitation techniques such as brainstorming

sessions to encourage creativity and generate a wide range of ideas is a key step in this

approach. Using techniques like active listening, summarizing, and asking clarifiying questions

will ensure that all ideas are thoroughly understood and considered.
 Evaluate and reflect. The last step in implementing collaborative decision-making is to

regularly evaluate the effectiveness of the approach within the organization. This can be

achieved through getting feedback from team members on their experience and suggestions

for improvement. After that, the organization should reflect on the outcomes of collaborative

decisions and identify areas for further enhancement.

Through this recommended strategies and action plan, not only the manager but also

the whole organization can leverage the collective intelligence and perspectives of the members

of the organization.

VI. References

Bottrell, G., (April 2023). The Benefits of conducting SWOT Analysis for you business.

Retrieved on May 4, 2024, from

https://www.linkedin.com/pulse/benefits-conducting-swot-analysis-your-business-gavin-bottrell

Coles, S., (July 2017) Collaborative decision making. C-VBP-N. Retrieved on May 2024

from https://criticalvaluesbasedpracticenetwork.co.uk/collaborative-decision-making/

Fedkin, M., (n.d.). 11.1 Collaborative Decision Making | EME 807: Technologies for

Sustainability Systems. Retrieved on May 2024 from

https://www.e-education.psu.edu/eme807/node/546

Iversholt, R., (June 2014). Blending Ideas. Retrieved on May 4, 2024, from

https://www.iriss.org.uk/resources/irisson/blending-ideas
 Madden, J. (2017). A practical guide for consensus-based decision making. Retrieved

on May 2024, from

https://www.tamarackcommunity.ca/hubfs/Resources/Tools/Practical%20Guide%20for%20Cons

ensus-Based%20Decision%20Making.pdf