Decision Making
Description
Instructor
Jeremy Alexis
During the course of a project, designers will make dozens of decisions, from “what research method to use” to “what is the right strategic direction for a client”. Too often, decision quality is poor: we do not base decisions on data and may not know all of the available alternatives. This class will teach a structured method for making design decisions at each phase of the project. Students will learn tools for decision making as well as how to manage and lead the process.
Methods
Overview of decision science and decision-making
Decision making during the project-planning phase
Decision making during the research phase
Decision making during the analysis phase
Decision making during the synthesis / prototyping phase
Managing the decision process
Format & Grading
Lecture / case study discussion
Grading: 20% class participation, 40% weekly assignments, 40% final project
Assignment: Case study each week: read the case and prepare 1 page assignment
References:
Harvard Business School Case Study: Starbucks: Delivering Customer Service. Youngme Moon and John Quelch. Version: July 10, 2006
The Hidden Traps of Decision Making. John S. Hammond et al. Harvard Business Review: January 2006
Getting it Right the First Time. SDG eBriefing with Stanford Center for Professional Development. Winter 2006
Design Decisions. Matthew Beebe and Brenda Natoli. IDEO internal white paper, June 2006
Games managers should play: Hugh G. Courtney, The McKinsey Quarterly, 2000 Strategy Anthology
Hidden flaws in strategy: Charles Roxburgh, The McKinsey Quarterly, 2003 Number 2
A brief history of decision making: Leigh Buchanan and Andrew O’Connell, HBR 2006
Decision trees: Robin Greenwood and Lucy Wright, Harvard Business School Teaching note 2004
The hidden traps in decision making: John S. Hammond et al, HBR January 2006
Decision Analysis: Practice and Promise: Ronald A. Howard, Management Science June 1988