Collaborative Decision Making<br />Junior League of Savannah<br />
Why Use Collaborative Decision Making<br />Achieve a balance of ownership and productivity<br />We achieve the greatest ow...
Steps Toward Collaborative Decision Making<br />Analyze the Question<br />Define the issue (what are we trying to do, solv...
Steps Toward Collaborative Decision Making<br />Collect Input & Validate Stakeholders<br />Gather information (do you have...
Steps Toward Collaborative Decision Making<br />Implement the Decision<br />Communicate what’s happening<br />Answer conce...
Decision Making Types<br />Majority Vote<br />Quick and efficient<br />People already know the various issues and perspect...
Decision Making Types<br />Consensus Building<br />Includes everyone’s ideas<br />Decision has high level of impact on eac...
Decision Making Types<br />Autonomous<br />Extremely efficient<br />You are the only person affected by the decision<br />...
Qualities of Good/Bad Decisions<br />Good Decisions<br />Bad Decisions<br />Positive outcome: outcome surpasses expectatio...
Allow my preconceived notions to dictate the decisions
Act out of anger or fear
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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

    1. 1. Collaborative Decision Making<br />Junior League of Savannah<br />
    2. 2. Why Use Collaborative Decision Making<br />Achieve a balance of ownership and productivity<br />We achieve the greatest ownership when everyone is aware of all the information and participates in all decisions<br />Enhanced productivity<br />By enhancing members’ roles in governance and decision making, buy-in to implementation and outcomes will be strengthened<br />Gives members responsibility for achieving change<br />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<br />Reinforces organizational values by promoting fairness, honest, and inclusion<br />Ensures all members have an opportunity to participate in decision making <br />Improves communication through the organizational structure<br />Stimulates creativity<br />All resources are tapped, so new idea can be aired and discussed and existing programs or policies can be improved<br />
    3. 3. Steps Toward Collaborative Decision Making<br />Analyze the Question<br />Define the issue (what are we trying to do, solve, or address here)<br />Identify key stakeholders (who is going to be impacted by this decision, who needs to be involved, who has the expertise we need)<br />Develop a Strategy<br />Which decision making process will be used (reviewed on upcoming slides)<br />Manage Expectations & Set the Tone<br />Explain the decision making process (why did you chose the decision making style you chose)<br />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)<br />
    4. 4. Steps Toward Collaborative Decision Making<br />Collect Input & Validate Stakeholders<br />Gather information (do you have all the facts, have all opinions been heard, are their areas of agreement)<br />Build relationships (show stakeholders that you value them, monitor participation, create means for feedback)<br />Communicate Results<br />Report back to those who provided input (what is the final outcome)<br />Offer an explanation for the decision<br />
    5. 5. Steps Toward Collaborative Decision Making<br />Implement the Decision<br />Communicate what’s happening<br />Answer concerns non-defensively (be open to receiving feedback)<br />Seek Feedback<br />Find out how others experienced:<br />The decision itself<br />The decision making process<br />How can we improve the process next time?<br />
    6. 6. 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 />Need for a fast, participatory decision<br />Unanimity<br />Strong buy in<br />Stakes are high<br />Building community<br />Need for complete endorsement or you want to send a message that no one will be left out or left behind<br />
    7. 7. 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 />People feel empowered to speak their opinions<br />Organization can tolerate dissention and disagreement<br />Decision can be contemplated beforehand<br />Committee<br />Allows for delegation<br />Need for diverse points of view<br />Want to empower stakeholders<br />Multiple decisions need to be made simultaneously<br />Fosters relationships<br />Need to delegate responsiblity<br />
    8. 8. Decision Making Types<br />Autonomous<br />Extremely efficient<br />You are the only person affected by the decision<br />Need to protect privacy<br />Issues are of low level importance<br />
    9. 9. 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
    10. 10. Allow my preconceived notions to dictate the decisions
    11. 11. Act out of anger or fear
    12. 12. Fix a symptom but miss the underlying issue
    13. 13. Hard to undo the consequences
    14. 14. 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 />
    15. 15. Sources of Information<br />Collaborative Decision-Making: A tool for Effective Leadership (Karp Consulting Group)<br />Collaborative Decision-Making (Center for Collaborative Planning)<br />

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