Decision-MakingDecision-Making

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Thank You!Thank You! Thomas R. Harvey, William L. Bearley, and Thomas R. Harvey, William L. Bearley, and

Sharon M. Corkrum, authors of Sharon M. Corkrum, authors of The The Practical Decision Maker: a Handbook for Practical Decision Maker: a Handbook for Decision Making and Problem Solving in Decision Making and Problem Solving in OrganizationsOrganizations

Thomas R. Harvey, presenter on Thomas R. Harvey, presenter on Decision Decision MakingMaking (ULV, Fall 2001) (ULV, Fall 2001)

Michael Doyle and David Straus, authors of Michael Doyle and David Straus, authors of How to Make Meetings WorkHow to Make Meetings Work

Stephen R. Covey, author of Stephen R. Covey, author of The 7 Habits The 7 Habits of Highly Effective Peopleof Highly Effective People

Ken Blanchard and Steve Gottry, authors Ken Blanchard and Steve Gottry, authors ofof The On-Time, On-Target Manager The On-Time, On-Target Manager

SITNASITNA ““SiSituation tuation TThat hat NNeeds eeds AAttention”ttention”

Phrase and term coined by John JonesPhrase and term coined by John Jones

Reframing a problem as a SITNA helps Reframing a problem as a SITNA helps remove the negative connotation we place remove the negative connotation we place on ‘problems’on ‘problems’– ComplaintComplaint– ChallengeChallenge– Improvement NeedImprovement Need– OpportunityOpportunity– Performance GapPerformance Gap

What ever the term…What ever the term…

Problem SolvingProblem Solvingis one type ofis one type of

Decision MakingDecision Making

Blanchard and Gottry point Blanchard and Gottry point out…out…

We have four categories of daily We have four categories of daily activities we faceactivities we face– Things we Things we wantwant to do and to do and havehave to do to do– Things we Things we havehave to do but to do but don’t wantdon’t want

to doto do– Things we Things we wantwant to do but to do but don’t havedon’t have

to doto do– Things we Things we don’t wantdon’t want to do and to do and don’t don’t

havehave to do to do

Prioritizing ActivitiesPrioritizing Activities

YESYESWant to doWant to do

andand

have to dohave to do

Have to doHave to dobutbut

don’t want to dodon’t want to do

MAYBEMAYBEWant to doWant to do

butbut

don’t have to dodon’t have to do

NONODon’t want to doDon’t want to do

andand

don’t have to dodon’t have to do

Personal Decision MakingPersonal Decision Making

Time Management vs. Life ManagementTime Management vs. Life Management Time management is a decision making Time management is a decision making

processprocess Effective personal decision making requires Effective personal decision making requires

effective time managementeffective time management However, efficient scheduling and control of However, efficient scheduling and control of

time can be counterproductivetime can be counterproductive

Covey’s phrase is:Covey’s phrase is:

““Organize and execute around priorities”Organize and execute around priorities”

Personal Decision MakingPersonal Decision Making

An “efficiency focus” may limit the:An “efficiency focus” may limit the:– Development of rich relationshipsDevelopment of rich relationships– Our ability to enjoy the momentOur ability to enjoy the moment

If we organize and execute around If we organize and execute around priorities, the focus is:priorities, the focus is:– Preserving and enhancing relationshipsPreserving and enhancing relationships– Accomplishing resultsAccomplishing results

Life management is decision makingLife management is decision making Life management is managing Life management is managing

ourselvesourselves

Time Management MatrixTime Management Matrix

Importance of personal vision or Importance of personal vision or mission and personal goalsmission and personal goals

Covey’s time management matrix Covey’s time management matrix helps to understand how to manage helps to understand how to manage ourselves and our livesourselves and our lives

His concepts are: Urgent & ImportantHis concepts are: Urgent & Important– Urgent means “Now!”Urgent means “Now!”– Important relates to resultsImportant relates to results

Goal is to be a “Quadrant II” personGoal is to be a “Quadrant II” person

Time Management MatrixTime Management Matrix

I. I. Urgent/ImportantUrgent/ImportantCrisesCrisesPressing issues & Pressing issues & problemsproblemsDeadline-driven projectsDeadline-driven projects

II. II. Not Urgent/ImportantNot Urgent/ImportantPreventionPreventionRelationship building Relationship building PlanningPlanningRecreation (worthwhile)Recreation (worthwhile)

III. III. Urgent/Not ImportantUrgent/Not ImportantInterruptionsInterruptionsSome mail and phone Some mail and phone callscallsSome meetingsSome meetingsProximate, pressing Proximate, pressing issuesissues

IV. IV. Not Urgent/Not Not Urgent/Not ImportantImportantTrivia & busy workTrivia & busy workSome mail and phone callsSome mail and phone callsTime wastersTime wastersPleasant activitiesPleasant activities

Moving from Individual to Moving from Individual to TeamTeam

Teams are composed of individualsTeams are composed of individuals Some individuals are hardySome individuals are hardy

– ResilientResilient– See problems as challenges and See problems as challenges and

opportunities opportunities Some individuals demonstrate self-Some individuals demonstrate self-

efficacy efficacy Who are you?Who are you? On a fully-functioning team, most, if not On a fully-functioning team, most, if not

all, individuals demonstrate these traitsall, individuals demonstrate these traits

A Fully Functioning Team A Fully Functioning Team will…will…

Work together successfullyWork together successfully Solve problems and reach decisions Solve problems and reach decisions

in a way that incorporates individual in a way that incorporates individual inputinput

MayMay reach decisions through reach decisions through consensusconsensus

Adapt to changeAdapt to change Achieve or exceed desired resultsAchieve or exceed desired results

Teams & Decision MakingTeams & Decision Making

A team has a purposeA team has a purpose– A vision of where it is headingA vision of where it is heading– A picture of the desired resultsA picture of the desired results– The question is, “Which path do The question is, “Which path do wewe take?” take?”

Decision making is the art of choosing and Decision making is the art of choosing and implementing a solution to a identifiable implementing a solution to a identifiable SITNASITNA

Without vision and without decision Without vision and without decision making, there is no need for leadership making, there is no need for leadership (Thomas Harvey)(Thomas Harvey)

Writing Time!Writing Time!

Please print you name and “lunch” or Please print you name and “lunch” or “dinner” at the top of an 3x5 card“dinner” at the top of an 3x5 card

Think about a decision you recently Think about a decision you recently reached while part of a teamreached while part of a team

Draw a diagram or list the steps Draw a diagram or list the steps showing the process and briefly showing the process and briefly explain each stepexplain each step

I will ask a few of you to share your I will ask a few of you to share your decision-making stepsdecision-making steps

Types of DecisionsTypes of Decisions

CommandCommand– Urgent / ImportantUrgent / Important

ConvenienceConvenience– Not Important / Not UrgentNot Important / Not Urgent

ConsultationConsultation– Not Urgent or Urgent / ImportantNot Urgent or Urgent / Important

ConsensusConsensus– Not Urgent / ImportantNot Urgent / Important

Team ConsensusTeam Consensus

With both Consultation and With both Consultation and Consensus, let people know up front Consensus, let people know up front what their thoughts will be used forwhat their thoughts will be used for

Not Urgent / ImportantNot Urgent / Important Keys for Consensus:Keys for Consensus:

– Everyone understands the issueEveryone understands the issue– Everyone expresses an opinionEveryone expresses an opinion– Everyone can live with the decisionEveryone can live with the decision

Practical Decision-MakingPractical Decision-Making

For Consensus Decision MakingFor Consensus Decision Making Six StepsSix Steps

– Mind-setMind-set– Problem definitionProblem definition– Solution criteriaSolution criteria– Possible solutionsPossible solutions– Solution choiceSolution choice– ImplementImplement

Step 1: Mind-SetStep 1: Mind-Set Talk, don’t solve – create a safe environmentTalk, don’t solve – create a safe environment SITNA – Thinking and discussing the problemSITNA – Thinking and discussing the problem

– What resources will be needed?What resources will be needed? Organizational context (circumstances and Organizational context (circumstances and

setting)setting)– Vision, values, organizational direction, toxicityVision, values, organizational direction, toxicity– How will it affect the organization?How will it affect the organization?

People contextPeople context– How do people feel and what positions are evident?How do people feel and what positions are evident?– Is the problem political?Is the problem political?

Decision making contextDecision making context– What type of decision making is needed?What type of decision making is needed?– The “givens” – resources, legal, and other The “givens” – resources, legal, and other

parametersparameters

Step 2: Problem DefinitionStep 2: Problem Definition If the problem is clear, this step is shortIf the problem is clear, this step is short New ventureNew venture

– A choice (non-reactive); new vision and goalsA choice (non-reactive); new vision and goals Short fallShort fall

– Existing Condition < GAP > Desired ConditionExisting Condition < GAP > Desired Condition– Why? & Causes?Why? & Causes?

ImprovementImprovement– Existing Condition < GAP > New ExpectationsExisting Condition < GAP > New Expectations– New processes neededNew processes needed

OpportunityOpportunity– Why is it an opportunity?Why is it an opportunity?

Step 3: Solution CriteriaStep 3: Solution Criteria

Criterion examplesCriterion examples– 100% consensus100% consensus– It will not cost more than $XXXIt will not cost more than $XXX

NeedsNeeds Must have to reach a decision Must have to reach a decision (Must)(Must)

WantsWants It would help to have these It would help to have these (Should)(Should)

Nice, too!Nice, too! A perk, but not required (Bonus)A perk, but not required (Bonus) This step is critical to help remove emotion and This step is critical to help remove emotion and

politicspolitics It also helps focus possible solutionsIt also helps focus possible solutions

Step 4: Possible SolutionsStep 4: Possible Solutions Generate ideasGenerate ideas

– If natural solutions are 3 (A, B, C), then generate 2½ If natural solutions are 3 (A, B, C), then generate 2½ times as many (at least 8 in this example)times as many (at least 8 in this example)

– Some may be silly, but beyond silly is genius! Some may be silly, but beyond silly is genius! (Harvey)(Harvey)

ClarifyClarify– In the first step, get the ideas out; then clarifyIn the first step, get the ideas out; then clarify

CombineCombine– Some ideas may be combined to enhance the optionSome ideas may be combined to enhance the option

DocumentDocument– Generate a list of possible solutions in their final Generate a list of possible solutions in their final

formform

Step 5: Solution ChoiceStep 5: Solution Choice

Compare all possible solutions with the Compare all possible solutions with the Solution Criteria generated in Step 3Solution Criteria generated in Step 3

What is the best solution?What is the best solution? It is the one that satisfies all needs, the It is the one that satisfies all needs, the

most wants, and it may have some most wants, and it may have some “nice, too’s” “nice, too’s”

Has the least negative consequencesHas the least negative consequences Reach consensus with the teamReach consensus with the team

Step 6: ImplementStep 6: Implement

Action planAction plan Do itDo it InspectInspect

Structuring Team MeetingsStructuring Team Meetings

Get the Doyle & Straus book!Get the Doyle & Straus book! Have normsHave norms Have a proper agendaHave a proper agenda Have assigned responsibilities:Have assigned responsibilities:

– Facilitator, Recorder, Timekeeper, Process Observer, Facilitator, Recorder, Timekeeper, Process Observer, and maybe a Facilities/Materials Person and a Snack and maybe a Facilities/Materials Person and a Snack ProviderProvider

Rotate responsibilities - Why?Rotate responsibilities - Why? Report using a “Group Memo” rather than Report using a “Group Memo” rather than

minutesminutes Use formal “structuring devices”Use formal “structuring devices”

Use of Structuring DevicesUse of Structuring Devices

Techniques to help individualsTechniques to help individuals– Understand the issueUnderstand the issue– Offer their thoughts and opinionsOffer their thoughts and opinions– Reduce emotion, stress, and politicsReduce emotion, stress, and politics– Stay on track, on time, and move toward decisionStay on track, on time, and move toward decision

Techniques for ordering how people decide Techniques for ordering how people decide thingsthings

They structure behaviorThey structure behavior Each step in the decision making model has a Each step in the decision making model has a

menu of structuring devices from which to menu of structuring devices from which to choosechoose

““We don’t have We don’t have enough time to do it enough time to do it right, but we always right, but we always have time to do it have time to do it

over.”over.”- Author Unknown- Author Unknown