Decision Making

The company I work for is called Huntleigh USA. We are a service provider that specializes in the aviation industry. We are a mid sized company that has always been run with a small company mentality. As I consider my past 9 years of employment with HUSA we have remained fairly consistent in our decision making process. HUSA has a management forum that is made up of the key members of our company. As a group we have a daily conference call to address any issues that have surfaced in any of our locations. These items are anything that can have a financial, operational, legal or functional impact on our company. As the issues are brought forth and explained, the group will discuss any and all possible solutions, outcomes, or consequences that may arise. Once we believe we have considered or brought forth all issues that pertain to the problem at hand, and the effect it can have on our stakeholders (clients), we decide on the best course of action. While the CEO will have the final say, all of the input is evaluated and considered. Due to the time constraints placed upon each of the members of this forum, it is critical to frame the problem at hand quickly and concisely. To accomplish this we primarily use two methods of thinking, inductive and causation.

HUSA is a round the clock company. We are virtually in operation 365 days per year. As a result, we are always under the microscope by our stakeholders and by the traveling public. It is critical for us to quickly identify any potential problems and get them resolved before it can have an affect on our business relationships or reputation. We accomplish this by a combination of both inductive and causative thinking. Our local managers provide us their eyes and ears. In many cases they bring to our attention a problem they discovered through causative thinking. We then try to adequately frame the problem to see if we feel it is simply a local issue or if the same problem could occur at multiple...