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Decision-MakingDecision-Making
HRT 382HRT 382
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