shared decision-making november 29, 2007 learners=leaders
TRANSCRIPT
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Shared Decision-MakingNovember 29, 2007
LEARNERSLEARNERS
==
LEADERSLEADERS
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Table Talk!Table Talk!
What burning question(s) do you have about effective shared decision-making?
How might effective shared decisions benefit students?
How might effective shared decisions benefit YOU in your role?
Share a personal experience or one you have heard about that exemplified effective shared decision-making.
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The pure and simple truth is rarely pure and never simple.
Peter Stark & Jane Flaherty
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PURPOSEPURPOSE
To provide experiences, tools, strategies, and resources that will enhance participants’ effectiveness as facilitators of adult learning
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FEEDBACK FROM FEEDBACK FROM SESSION 4SESSION 4
21 Responses
VALUE Average: 4.8 Range: 4X4, 1x4.5, 16X5
FOUND USEFUL Working in teams as we learned about teams
Variety of activities, protocols, & handouts
Opportunities for reflection
IMPROVEMENTS More time for more depth Help us with where to begin
APPLICATIONS Use protocols & activities with my team Practice using Group Member Capabilities myself Increase planning time for team meetings Use ideas & strategies with a new team that is just forming
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Desired OutcomesDesired Outcomes
Understanding of “maximum appropriate involvement” in shared decision-making
Insights into consensus, as a decision-making option
Strategies and tools for facilitating shared decisions
Confidence!
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Today’s AgendaToday’s Agenda
Table Talk! Decision-Making Framework
Boosters & Barriers to Shared Decisions
Maximum Appropriate InvolvementConsensus
Structures for Success Reflections & Feedback
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NORMS FOR OUR LEARNING
• Share experiences to enrich others.
• Ask questions.• Pay attention to your
“Feathers”.• Learn by doing – apply to your
own work.• Postpone distractions.
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Staff Participation Staff Participation in Decision Makingin Decision Making
We are committed to making effective decisions
through extensive involvement of staff
affected by the decision.
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Force Field Force Field AnalysisAnalysis
Brainstorm boosters in place at your school/department that help make this core value live.Brainstorm barriers to effective decisions through extensive involvement of staff.With your table group . . . What common themes and/or areas of improvement do you see?
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Each TeachEach Teach……Individually read the Steps for Making Successful Decisions.Partner A “teaches” back Planning section.Partner B “teaches” back Deciding section.Collaboratively review Implementing section.
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Steps for Making Steps for Making Successful DecisionsSuccessful Decisions
Planning
Deciding
Implementing
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Who decides?
What decision-making process will
be used?
Who are we in the decision-making process?
Informing, Recommending, Deciding
How will the decision be communicated?
Concretely and
Symbolically
How will the Decision-making Process be Communicated?
• Before,
• during,
• and after
the decision.
• And, to whom?
DECISION MAKING
The Adaptive School: Developing and Facilitating Collaborative Groups,
By Robert Garmston and Bruce Wellman
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Maximum Appropriate Involvement
Level of Ownersh
ip
Level of Involvemen
t
Consensus
Gather Input from Team & Decide
Gather Input from Individuals & Decide
Decide & Announce
Fallback
Facilitative Leadership: Tapping the Power of Participation. Interaction Associates
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Risks & Risks & BenefitsBenefits
Increasing involvement requires sharing more information, authority,
and responsibility. There are benefits and risks to increasing
involvement in decision-making.
What are the benefits and risks of involving an entire staff in decisions?
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Factors to ConsiderFactors to Consider
Stakeholder Buy-In Time Available Importance of the Decision Information Needed Capability Building Teamwork
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Maximum Appropriate Involvement
Level of Ownersh
ip
Level of Involvemen
t
Consensus
Gather Input from Team & Decide
Gather Input from Individuals & Decide
Decide & Announce
Fallback
Facilitative Leadership: Tapping the Power of Participation. Interaction Associates
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Reflection
• What would I recommend as decisions to be made in each category?
• Record at least two examples of each type on post-its, and post them on the appropriate chart.
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There is no one way to make a decision. A conscious choice must be made about how much to involve others after weighing all the factors.
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How do you define consensus when your team considers a proposal?
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Continuum of Reaching Continuum of Reaching AgreementAgreement
1. All of us can embrace the proposal.
2. All of us can endorse the proposal.3. All of us can live with the proposal.4. All of us can agree not to
sabotage the proposal.5. We have a majority – at least 51%
- in support of the proposal.
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Consensus in a PLCConsensus in a PLC
A group has arrived at consensus when:
All points of view have been heard.
The will of the group is evident even to those who most oppose it.
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Let’s Try It!Let’s Try It!All schools and departments will shift to 4
10-hour workdays per week, in place of 5 8-hour days, effective July 1, 2007.
PRO’s CON’s
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Consensus in a PLCConsensus in a PLC
A group has arrived at consensus when:
All points of view have been heard.
The will of the group is evident even to those who most oppose it.
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Successful groups know how to fight gracefully – they embrace the positive aspects of conflict
and actively minimize the negative aspects . . . Conflict is
an important resource for forging better practices.Garmston & Wellman, 1999
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STRUCTURES
FOR
SUCCESS
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When it comes to risky, controversial, and emotional conversations, skilled people find a way to get all relevant information (from themselves and others) out into the open . . . through dialogue.
Dialogue – the free flow of meaning between two or more people
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Ways of TalkingDIALOGUE
• Diverging• Free & creative
EXPLORATION• Requires
suspension of one’s views
• Spirit of collegiality
• Leads to UNDERSTANDING
DISCUSSION• Converging• Careful
ANALYSIS & DISSECTION
• Requires a macro centric
view
• Spirit of debate
• Leads to a DECISION
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Problem Problem Solving/Decision-Solving/Decision-Making ProcessMaking Process
Collecting information/dataGenerating ideasOrganizing ideasNarrowing ideasEvaluating ideasMaking decisions
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TASKTASK: 1. Select one strategy per triad member
for reading and highlighting.
2. Teach each strategy:• Highlight BIG idea(s) in the
text.• Share an example application.
3. Review the “Strategies Worksheet” together.
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• What am I thinking now that I wasn’t thinking when I arrived?
• How might I apply my learning?
Talk it over.Talk it over.
With a colleague . . .With a colleague . . .
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.
A genuine leader is not a searcher for
consensus …
rather a molder of consensus.
M. L. King