Collaborative Decision Making - Updated
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Collaborative Decision Making - Updated

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  • 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 - Updated Collaborative Decision Making - Updated Presentation Transcript

  • Collaborative Decision Making
    Junior League of Savannah
  • Why Use Collaborative Decision Making
    Achieve a balance of ownership and productivity
    We achieve the greatest ownership when everyone is aware of all the information and participates in all decisions
    Enhanced productivity
    By enhancing members’ roles in governance and decision making, buy-in to implementation and outcomes will be strengthened
    Gives members responsibility for achieving change
    A 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 decision
    Reinforces organizational values by promoting fairness, honest, and inclusion
    Ensures all members have an opportunity to participate in decision making
    Improves communication through the organizational structure
    Stimulates creativity
    All resources are tapped, so new idea can be aired and discussed and existing programs or policies can be improved
  • Steps Toward Collaborative Decision Making
    Analyze the Question
    Define the issue (what are we trying to do, solve, or address here)
    Identify key stakeholders (who is going to be impacted by this decision, who needs to be involved, who has the expertise we need)
    Develop a Strategy
    Which decision making process will be used (reviewed on upcoming slides)
    Manage Expectations & Set the Tone
    Explain the decision making process (why did you chose the decision making style you chose)
    Clarify stakeholders’ role(s) in the process (at what level will their input be used, why should they commit to the process, what is expected of them, are their any limits to their participation)
  • Steps Toward Collaborative Decision Making
    Collect Input & Validate Stakeholders
    Gather information (do you have all the facts, have all opinions been heard, are their areas of agreement)
    Build relationships (show stakeholders that you value them, monitor participation, create means for feedback)
    Communicate Results
    Report back to those who provided input (what is the final outcome)
    Offer an explanation for the decision
  • Steps Toward Collaborative Decision Making
    Implement the Decision
    Communicate what’s happening
    Answer concerns non-defensively (be open to receiving feedback)
    Seek Feedback
    Find out how others experienced:
    The decision itself
    The decision making process
    How can we improve the process next time?
  • Decision Making Types
    Majority Vote
    Quick and efficient
    People already know the various issues and perspectives
    Outcome will not have a significant adverse impact on the losing side
    Need for a fast, participatory decision
    Unanimity
    Strong buy in
    Stakes are high
    Building community
    Need for complete endorsement or you want to send a message that no one will be left out or left behind
  • Decision Making Types
    Consensus Building
    Includes everyone’s ideas
    Decision has high level of impact on each stakeholder
    “Deep change” issues
    People feel empowered to speak their opinions
    Organization can tolerate dissention and disagreement
    Decision can be contemplated beforehand
    Committee
    Allows for delegation
    Need for diverse points of view
    Want to empower stakeholders
    Multiple decisions need to be made simultaneously
    Fosters relationships
    Need to delegate responsiblity
  • Decision Making Types
    Autonomous
    Extremely efficient
    You are the only person affected by the decision
    Need to protect privacy
    Issues are of low level importance
  • Qualities of Good/Bad Decisions
    Good Decisions
    Bad Decisions
    Positive outcome: outcome surpasses expectations
    Get positive feedback from colleagues or superiors
    Build trust and relationships
    Discover or learn something along the way
    People on both sides of the issue feel some satisfaction
    • Based on partial facts(inadequate info) but feel the need to take action
    • Allow my preconceived notions to dictate the decisions
    • Act out of anger or fear
    • Fix a symptom but miss the underlying issue
    • Hard to undo the consequences
    • Erodes trust and relationships
  • Reasons to Develop a Collaborative and Inclusive Decision-Making Process
    Reinforces organizational values & operational principles:
    Promotes fairness, honesty & inclusion
    Offers predictability:
    It establishes a known procedure & an agreed-upon mechanism for making changes
    Gathers critical data:
    Helps identify whose input is needed
    Improves communication:
    Upward, downward & throughout the organizational structure
    Stimulates creativity and improves outcomes:
    New ideas can be aired & discussed. Existing programs or policies can be improved. All resources are tapped.
    Creates space:
    Allows for an honest assessment & feedback about what is working & what isn’t & why?
    Offers closure:
    Creates an end to the process & provides a sense of accomplishment.
  • Sources of Information
    Collaborative Decision-Making: A tool for Effective Leadership (Karp Consulting Group)
    Collaborative Decision-Making (Center for Collaborative Planning)