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"Our group plans to present some decision-analysis models to the class," she tells me. "In addition, we want to show how leaders in the real world make decisions. We would like to seek your comments on this aspect. We will videotape you and share it with our class."

"Why don't we film when we have a group discussion?" I suggest. "All of you will initiate questions to which I'll respond. You can tape it and choose the relevant parts later. This digital video camera makes our life much easier."

"I'll ask my husband to help as a cameraman," says Aree, a senior vice-president of a securities company.

Pornchai, a country sales manager at a paint company, asks the first question. "Khun Kriengsak, from your experience, what are the common characteristics of successful leaders in decision-making?"

I explain: "I look at decision-making from four aspects: values, belief system, style and model."

Capt Chuchart, who is a commercial pilot, asks: "Khun Kriengsak, what do you mean by that?"

"When people make decisions, these four factors influence them," I reply. "Let's start with values. If you are one who values results, your decision will be motivated by them. On the other hand, if you value relationships, your decision will take into consideration how other people might feel.

"From this aspect, if you're making decisions for yourself, it's not so difficult. But in a team decision, conflicts may arise if other team members have different sets of values."

Songpol, a first vice-president at a large local bank, asks: "Khun Kriengsak, how should we minimise the conflicts if our members have diverse values?"

"That's why many organisations have core values or corporate values. The purpose of these values is to be used as a guiding principle for employees to make the right decision," I explain.

"What about the other three aspects?" Noi asks.

"I want to emphasise on the belief system so I'll keep this aspect for last. Style is an individual thing. You have to observe your boss's decision-making style. For example, some people make decisions better if they have some time, some are quick decision-makers, and some might want to ask for other opinions prior making decisions and so on.

"The key is to observe each individual and try to accommodate him or her as long as it is not damaging to the organisation. Again, most teams will set a team norm for group decision-making to avoid too many styles in one team.

"By model, I mean a process that the organisation decides to use in making decisions. For example, several organisations train their management with the KepnerTregoe decision-analysis model. Some uses Edward De Bono's 'Six Thinking Hats' model. Again, this depends on an organisation's platform."

At this point, Khun Aree leads me to the other point. "Here we are: the belief system."

I reply: "From my experience, most great leaders make decisions with similar, common beliefs.

"They balance speed and information. They would rather make decisions with 80% of the information on time instead of making decisions with 100% of the information if it comes too late. We are in the economy of speed, the world is moving fast now. If you don't make decisions, you cannot implement. Chances are your competitors who are taking higher risks might get ahead of you if you are not fast enough.

"In order to do so, they take accountability on their shoulders. They ensure that whenever they make decisions, they try their best to consider all of the relevant factors, information and people. Whatever the consequences, they will take accountability. If it doesn't work out, they will try to resolve the matter or change the course.

"But they won't feel insecure about making wrong decisions. They believe that making two wrong decisions out of 10 is better than making no decision at all.

"They also share the belief that no one is perfect. Hence they don't worry much about losing face, as such fear leads to indecision. Instead of worrying about face, they look at the wrong decisions as lessons. They will share these lessons with other people so the mistakes can be leveraged. In the real learning organisation, they admire people who have the courage to share their mistakes with others.

"People who do not want to learn from mistakes are usually trying to point their fingers at someone else or looking for someone to blame when a mistake happens."

KRIENGSAK NIRATPATTANASAI is the founder of TheCoach, specialising in executive coaching in leadership and cross-cultural skills. Copies of previous columns are available at www.thaicoach.com. He can be reached at 02-517-3126 or coachkriengsak@yahoo.com