We achieve the greatest ownership when everyone is aware of all the information and participates in all decisionsBy enhancing members’ roles in governance and decision making, buy-in to implementation and outcomes will be strengthenedA good decision-making process can help minimize fall-out from even a bad decision and fosters collective ownership for learning and moving on; a bad decision making process may lead to sabotage of even a good decisionReinforces organizational values by promoting fairness, honest, and inclusionImproves communication through the organizational structureAll resources are tapped, so new idea can be aired and discussed and existing programs or policies can be improved
What are we trying to do, solve, or address here? Why are we really meeting?Who is going to be impacted by this decision? Who needs to be involved in the decision making process? Who has expertise that we need to make this decision?Will talk in a few minutes about different types of decision making, but do this BEFORE moving onto anything substantive.Which decision making process are you going to use and whyWhat role do you expect stakeholders to take? At what level will their input be utilized? Why should they commit their time and energy to this process? What do you expect of them, especially in terms of time committee? What, if any, boundaries exist related to their involvement in the process?
Make sure you have all the facts and have heard all the opinions. Look for areas of commonality and agreement. Use this data to drive your process.Show the stakeholders that you value their part in the process. Monitor the level of participation. Create effective means for feedback and revisiting issues and decisions at some specific future time.People want to know the final outcome. Ensure that there is an ongoing communication flow. If decision was different than their recommendation, need to know why.
Let people know how the implementation is progressing.If there is concern over how things are going, be open to receiving feedback and responding to those concerns.How can we improve our process for the next time?
Use majority vote, when there is a need for fast, participatory decisionsUse unanimity when there is a great need for complete endorsement or you want to send a message that no one will be left out or left behind
Use consensus building people feel empowered to speak their opinions, the organization can tolerate dissention and disagreement, and decisions can be contemplated beforehandUse committee when multiple decisions need to be made simultaneously, to foster relationships, or there is a need to delegate responsibility
* Use autonomous when there is a need to preserve confidence or issues are of low level importance
Collaborative Decision Making
Collaborative Decision Making<br />Junior League of Savannah<br />
Why Use Collaborative Decision Making<br />Achieve a balance of ownership and productivity<br />Enhanced productivity<br />Gives members responsibility for achieving change<br />Ensures all members have an opportunity to participate in decision making <br />Stimulates creativity<br />
Steps Toward Collaborative Decision Making<br />Analyze the Question<br />Define the issue<br />Identify key stakeholders<br />Develop a Strategy<br />Which decision making process will be used<br />Manage Expectations & Set the Tone<br />Explain the decision making process<br />Clarify stakeholders’ role(s) in the process<br />
Steps Toward Collaborative Decision Making<br />Collect Input & Validate Stakeholders<br />Gather information<br />Build relationships<br />Communicate Results<br />Report back to those who provided input<br />Offer an explanation for the decision<br />
Steps Toward Collaborative Decision Making<br />Implement the Decision<br />Communicate what’s happening<br />Answer concerns non-defensively<br />Seek Feedback<br />Find out how others experienced:<br />The decision itself<br />The decision making process<br />
Decision Making Types<br />Majority Vote<br />Quick and efficient<br />People already know the various issues and perspectives<br />Outcome will not have a significant adverse impact on the losing side<br />Unanimity<br />Strong buy in<br />Stakes are high<br />Building community<br />
Decision Making Types<br />Consensus Building<br />Includes everyone’s ideas<br />Decision has high level of impact on each stakeholder<br />“Deep change” issues<br />Committee<br />Allows for delegation<br />Need for diverse points of view<br />Want to empower stakeholders<br />
Decision Making Types<br />Autonomous<br />Extremely efficient<br />You are the only person affected by the decision<br />Need to protect privacy<br />
Qualities of Good/Bad Decisions<br />Good Decisions<br />Bad Decisions<br />Positive outcome: outcome surpasses expectations<br />Get positive feedback from colleagues or superiors<br />Build trust and relationships<br />Discover or learn something along the way<br />People on both sides of the issue feel some satisfaction<br /><ul><li>Based on partial facts(inadequate info) but feel the need to take action
Allow my preconceived notions to dictate the decisions
Erodes trust and relationships</li></li></ul><li>Reasons to Develop a Collaborative and Inclusive Decision-Making Process <br />Reinforces organizational values & operational principles:<br />Promotes fairness, honesty & inclusion<br />Offers predictability:<br />It establishes a known procedure & an agreed-upon mechanism for making changes<br />Gathers critical data:<br />Helps identify whose input is needed<br />Improves communication:<br />Upward, downward & throughout the organizational structure<br />Stimulates creativity and improves outcomes:<br />New ideas can be aired & discussed. Existing programs or policies can be improved. All resources are tapped.<br />Creates space:<br />Allows for an honest assessment & feedback about what is working & what isn’t & why?<br />Offers closure:<br />Creates an end to the process & provides a sense of accomplishment. <br />
Sources of Information<br />Collaborative Decision-Making: A tool for Effective Leadership (Karp Consulting Group)<br />Collaborative Decision-Making (Center for Collaborative Planning)<br />