Decision making has been a focus of coaching center for many decades. The operational term has mostly been “theory”-developing idealized models of how course should be made rather than examining the reality of how study are actually made in institute. Much of the early research-and still a considerable proportion of current practice-revolves around “rational” decision making, and is prescriptive in describing how study should be made to optimize outcomes given input criteria. The main idea behind IAS Coaching Center to provide best guidance, help, information and study material for the students for their exam. Decision making is simply that the criteria in all but the most trivial situations are too complex to yield to ready quantification or use in rule-based models. Herbert Simon, together with colleagues James March, Richard Cyert, and others, helped to focus the debate on the more practical issues of how syallbus are actually made in real situations. They introduced the concept of “bounded rationality,” which suggests that people are not rational in their course, but work within the limits of their attention, comprehension, and the availability of information.

One key consequence is that lecturer “satisfied,” that is makes satisfactory rather than optimal study. One interesting offshoot of this approach is the “garbage can” model of institutional decision making. This model by no means suggests how best to make study, but rather describes how study are often made in institute, particularly by committees. It suggests that rather than being addressed by importance or priority in a structured fashion, study and issues are tossed into an institutional garbage can where they are addressed in a haphazard fashion as and when they catch lecturer’ attention. Solutions will be matched with problems if they happen to arise at a similar time. The IAS Coaching Delhi and their lecturers are helping to bring theory more in line with actual practice, which makes it more useful in study of students’ to get high score in exam. In understanding how to create value, we must distinguish between individual and group decision making.

Individuals make study based on their mental models, whereas group study are derived both from a composite of the mental models of individuals that comprise them, as well as the dynamics and politics of group interaction. It is possible to think in terms of a group’s composite mental model, which reflects the way a group thinks about the world, and determines the study it takes. The relationship between an individual’s mental models and his or her decision making is different from how a group’s mental models relate to its study. There is some debate as to whether it is appropriate to apply the concept of mental models to groups; we explore these issues in more detail in the Appendix. However, I have found that it is relevant and useful to think in terms of a group’s mental models in assisting decision making. Certainly all study made by groups, whether boards of directors, executive committees, or working teams, reflect an implicit group mental model.

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