Post on 09-Feb-2016
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HCLA – Session Five
Effective Decision Making:The Science & the Art
WORKBOOK
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Not a Dress Rehearsal:
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Looking Back: One Ineffective Decision Made
Looking Back: One Effective Decision Made
Looking Forward: One Decision You Must Make in the Near Future
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Fully Defining the Problem
“If one does not know to which port one is sailing, no wind is favorable.”Seneca
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A Decision Making Process:
“If one does
not know to
which port
one is
sailing, no
wind is
favorable.”
- Seneca
What i
s th
e
issu
e at h
and?
What is the “root
cause” of this
issue?
So.. T
he
pro
ble
m is
..
(sta
te the
pro
blem
)
Why is a “decision” necessary?
Step OneFully define the problem – and the decision that must be made.
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Influencers What are we “honoring” in this decision?
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Influencers:What Influences Our Decision Making? (Both consciously & unconsciously…)
Perceived Urgency or Importance
Values (Espoused vs.
Enacted)
Desired
Results Politics
“Make
decisions
from the
heart & use
your head to
make it work
out.”
- Sir Girad
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OTHER?• • • •
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OPTIONS & METHODS“Avoidance rarely breeds success” -Unknown
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OPTIONS & METHODS:Choosing the right approach for the challenge
DelegationCommand
ConsensusConsultation
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Options & Methods: Step by Step
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Defining Potential Solutions &
Consequences
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Defining Potential Solutions & Consequences:mapping alternatives & recognizing the ripple effect
1 Brainstorm Possible Solutions(including NOT making a decision)
2 Brainstorm Consequences of this Solution
3 Define Ripple Effects
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Why do people fail to act on decisions? One thing all leaders have in common… Followers. Turn around. Is anyone behind you?
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InformationUnderstandin
g
Commitmen
tAligned Action
Model of Aligned Action
… Before there can be
“commitment” and
“action,” there must
be a clear
understanding of the
“implications” for
each affected
individual, team and
department
Implications(personal /professional)
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Where is the “We” in the decision? People will often support and act on a decision when it is “wired” to a higher purpose.
We
Group B
Group A
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RACI CHARTING Moving from decision to action (getting the right people involved)
Responsible Accountable Consulted Informed
This tool also works well for defining appropriate level of involvement in decision making; project planning; delegation; strategy design; etc.
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Decision Making Traps: Potholes along the Way “What you decide is not nearly so important as how you go about doing so…”
- Michael McNally
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Going to Abilene
As you watch this film, answer the following questions:1. What key points are made about decision making?
2. What did they “honor” in their decision? What influenced them to go to Abilene?
3. What were the consequences of going to Abilene?
4. When have we, in our organization, ventured to Abilene?
5. What were the consequences when we went there?
6. What held us back from making the right decision?
7. How might we avoid the trip in the future?
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Don’t go to Abilene…
• Avoid looking for the scapegoat - assigning blame is irrelevant and destructive
• By the time the decision creates a problem, we are all to blame and we are all victims… We all conspired to bring about the bad decision
• Break the grip of the “agreement conspiracy”… we all have a choice and are responsible for confronting “the elephants in the room”
• Calculate the risk of taking action vs. taking NO ACTION at all
• Allow dialogue and even confrontation in group settings - own up to your viewpoints
• Be willing to “commit” - even if you don’t agree• Be willing to “trust” - even if your habit is to do otherwise.
No guts… No tenure.
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The “Decision Making Culture” within our organizations...
1. Do we take time to identify the true problem?
2. Do we look for a “savior” that will somehow make it “right”?
3. Do we then slay the “savior” - and turn him/her into “satan”?
4. Do we resist a decision that has been made by someone else - simply because we don’t understand or trust the person?
5. Do we allow others to make decisions - and trust they will do the right thing?
6. Do we “agree” because we fear for our jobs - even if we know it’s not the right thing for the success of the company?
Does our culture promote or hinder “good” decision
making?
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The “Decision Making Culture” within our organizations...
6. Do we get bogged down in “over-participation?” Why?
7. Are we willing to compromise?
8. Are people learning to think and make their own decisions?
9. Do people take risks - or wait until told what to do?
10. Do people’s suggestions help resolve problems or merely identify and point a finger at the problem?
11. Are we making this all harder than it has to be?
Does our culture promote or hinder “good” decision
making?
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Putting it all Together…
Decision Making Model
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A Decision Making Process
Fully define the problem - and the decision that must be made.
Choose the best decision-making option or method
Consider potential solutions – and consequences & ripple effect for each
Move to actionMake the decisionMeasure & reflect
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A Decision Making Process:
• What is the issue at hand? • What is the “root cause” of
this issue? • So… the problem is…
(state the problem)
• Why is a “decision” necessary?
• What “values” must we honor in this decision-making process?
• What other “influences” will likely affect our decision making process?
• What “decision” must ultimately be made?
“If one does not know to which port one is sailing,
no wind is favorable.”
- Seneca
STEP ONE!Fully define the problem - and the decision that must be made.
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Consultative?
A Decision Making Process
STEP TWO!Choose the best decision-making option or method
Command?Consensus?
Delegate?
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A Decision Making Process
• Using whichever option or method you chose from the previous page…
• Brainstorm possible solutions• Define consequences for each
solution• Define ripple effect for each
consequence• Cross check with an outside
observer for “reality check”
STEP THREE:Consider potential solutions – and consequences & ripple effect for each
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A Decision Making Process
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“Avoidance rarely breeds success”
- Unknown
STEP FOUR!Make Decision
Make the
decisionDecide on
“success criteria”(measures of
success)
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A Decision Making Process
• Use RACI chart to define level of involvement
• Define communication plan• Communicate decision - along with
success criteria• Support affected parties in defining
the specific “implications” of the decision - so that they can then commit to action
• Define what resources are needed• Continue dialogue with all affected
parties to ensure commitment, action - and monitoring of learning's
“When you come to a fork in the road, take it”
- Yogi Berra
STEPS FIVE!Move to Action
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A Decision Making Process
• Measure frequently• If the success criteria is missed,
why? • Continue dialogue about “what is
working” and “what isn’t” • Capture what you are learning and
talk about it widely• Take time to discuss “what will we
do differently next time?” • Be willing to go back and
reexamine decision - but only after enough time passes to determine if the decision is a good one
STEP SIX!Measure & Reflect
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Caroline Fisher Chris Moffet
970-390-9420 970-471-4474
caroline@fisherconsultinggroup.com chris@moffetconsulting.com
HCE Academy: Let’s Stay Connected!
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