hcla – session five effective decision making: the science & the art

HCLA – Session Five

Effective Decision Making:The Science & the Art

WORKBOOK

Fisher Consulting Group, LLC & Moffet Consulting 1

Not a Dress Rehearsal:

Fisher Consulting Group, LLC & Moffet Consulting 2

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

Fisher Consulting Group, LLC & Moffet Consulting

4

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.


5

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


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?


STEP TWO!Choose the best decision-making option or method

Command?Consensus?

Delegate?


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• 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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“Avoidance rarely breeds success”

- Unknown

STEP FOUR!Make Decision

Make the

decisionDecide on

“success criteria”(measures of

success)

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• 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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• 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

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Fisher Consulting Group and Moffet Consulting 2014

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hcla – session five effective decision making: the science & the art

Documents

llc moffet consulting

stepfisher consulting

seneca fisher consulting

b group

effective decision making

decision necessary

decision making traps

decision making process