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DECISION MAKINGJeff Fisher

Good decisions come from experience.

Experience comes from making bad

decisions. Mark Twain

Learning Objectives Understand how decisions are

made Know the challenges to decision

making Understand your decision making

style Learn some tools to overcome

challenges

THREE VENUES FOR DECISIONS

Individual Group Public Process

When faced with a decision, ask yourself:

What am I trying to accomplish? Is this consistent with my (team or

agency) priorities/values? Is this within my area of competence? Can someone else do it better? What do my trusted friends (peers or

subordinates) say? Do I have time?

BASIC PROCESS

Influences Biases can determine

choice and even data collected

Personality affects decision making style

Emotion Age or Experience Sometimes there is not

enough data or time External pressures

LIMITING THE EFFECT OF BIASES Remind yourself of the desired out-

come or objective Recognize that we all have biases Solicit input from others-

supervisor, staff, citizen, attorney Pros & Cons for each option What is the right or best option?

DECISION MAKING STYLEDIRECTIVE

INFLUENCING

SOCIABLE

CAUTIOUS

+ Decisive by nature- Too quick to judge

+ Motivates excellence

- Vague

+ Seeks consensus- Avoids controversy

+ Detailed Analysis- Paralysis

LIMITED DATA/TIME Develop skill of approximating Develop your critical thinking skills Intuition Simple evaluation & simple solutions when

possible Develop comfort with levels of confidence Cautious personality types will seldom be

comfortable with limited data - don’t wait for them

Be resourceful- benchmarking, find the expertise or knowledge

Question all urgency

CREATIVITY & DECISION MAKING

Creativity can expand options to consider

Decision Making narrows options to consider

TOOLS FOR CREATIVITY

If you are not naturally creative, that’s ok…find someone that is and ask them even if it is a subordinate

Brainstorming- more than just you Literature & Benchmarking

INFLUENCING THE DECISION

Focus on answering this question: Who decides?

Construct the framework- be the expert when needed

Be holistic when possible- consider others or broader issues

Pick the battlefield on which you have the advantage

Include stakeholders Ask questions that influence and

direct

ExerciseGroups of 5

The City has not given raises for 3 years. The new mayor has given staff the directive to determine the best strategy to give all employees a raise of 2.5%. However, he also says the reserves cannot go below

15% and they are currently at 15.1% that means there is only about 1/3 of the money required. Healthcare is going up by 12%. Layoffs were

implemented 2 years ago. Training is at its lowest levels and there are critical equipment purchases that need to be made. You are the City Manager.

What will the decision process look like and what will be your strategy to make the raises happen?

Make wise decisions based on best information

available, best resources, intuition, that are in line

with your values, and in a timely manner

Pause – Crawl – Walk – Run