Take a few moments to bring to mind managers with whom you have worked over the years. Which of those managers do you consider to have been the best decision manager? Label this manager BDM, for obvious reasons. Which of those individuals do you regard as the worst decision manager of the whole group? Call this person WDM. Now construct a small table. Label each row of the table with one of the four classes of activities in the decision management portfolio: in?uencing speci?c decisions, supervising decision routines, shaping decision practices, and providing decision resources. Label one column of the table BDM. In each cell in that column, brie?y note an incident that best illustrates how BDM approaches the given decision management activity. For instance, in the in?uence row of that column, note a prototypical instance in which BDM took actions that signi?cantly affected how several people collaboratively made a decision that had major consequences for your company. In another column of the table, record reminders of similar incidents for WDM. When you are done with your table, simply re?ect on it. Ask yourself questions like these: “What’s different about how BDM and WDM manage decisions? Why do they do things so differently? Suppose I were supervising both BDM and WDM. How could I get WDM to function more like BDM?”