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Coach's Guide to the Collaborative Design Process

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Slides can be downloaded at Baker Street Publishing

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http://bakerstreetpublishing.com/publications/coachs-guide-to-the-collaborative-design-process/

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  • Thank you for this. I think this complements Warfield's Interactive Management process, particulary for the Action Design phase. And the leverage of the Coach/Facilitator is clearly present.
    This seems to presume that the goal is to converge on a design. What will it do if the goal is to sustain options for the future --- the kind of goal concerned with surviving in a non-deterministic future?
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    Coach's Guide to the Collaborative Design Process Coach's Guide to the Collaborative Design Process Presentation Transcript

    • Coach’s Guide to the Collaborative Design Process Stephen Barrager, Ph.D. Baker Street Publishing, LLC steve@bakerstreetpublishing.com Baker Street Publishing www.bakerstreetpublishing.com Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Process is important for everything from crossing the street to strategic decision making. A friend was hit by a truck and killed in Kenya. In Kenya they drive on the left-hand side of the road. My friend, Lorita, spent her life in California where everyone drives on the right-hand side of the road. Lorita would be alive today if she had followed the process her parents taught her --- look both ways before you step off the curb. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. “If you can’t describe what you are doing as a process, you don’t know what you are doing.” W. Edwards Deming Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Expansion into new products, services or geographies Investment in existing products, services or geographies Building new infrastructure Mergers and acquisitions Maintenance of existing infrastructure Organizational change for other reasons 21 5 11 12 15 34 A McKinsey survey of 2,327 executives from the full range of industries, regions and functions revealed the following goals of strategic decision making. (In percentage of total decisions.) From “How companies make good decisions,” The McKinsey Quarterly, December 2008 Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. We have learned a lot about decision making over the last half century. Kepner- Tregoe (Rand Corporation) Decision Analysis Process (Stanford University) Collaborative Design Process (SRI International, Strategic Decisions Group, General Motors) 1965 1968 1980 - 2009 Framing Alternative Generation Analysis Synthesis A Decision Makers Stakeholders and experts Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Strategic decisions require a combination of coaching skill, tools, and process. Tools Coaching Skills Process We are focusing on process in this presentation. Our Corvette case study demonstrates several tools. We will focus on skills in other Baker Street publications. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The following slides will introduce you to a powerful process for making strategic decisions. Stakeholders and ExpertsFraming Alternative Generation Analysis Synthesis Act Decision Makers Stakeholders and experts The Collaborative Design Process Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Framing Alternative Generation Analysis Synthesis Act The process has 4 distinct phases. They overlap. These 4 activities are necessary whether a strategic decision takes a day or a year. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Alternative Generation Analysis Synthesis Act Decision Makers Stakeholders and experts Throughout this presentation we will refer to this diagram. Decision Coach Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Act We begin with the people. Generally there are 3 groups involved in important strategic decisions: decision makers, stakeholders, and experts. Experts Decision Makers Stakeholders Monday, September 2, 13
    • Each person involved in a decision is different: • interests and values. • education and experience. • skill in group decision making. • ..... Lobby groups Romantics Scientists Engineers FinanceMarketing Engineering Design Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Core Team Act Decision Makers Stakeholders and experts Usually a Core Team is formed from the larger group. The Core Team manages the project and takes responsibility for the process. The Core Team also provides continuity between strategic decisions and implementation. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Alternative Generation Analysis Synthesis Act Decision Makers Stakeholders and experts The process works best when the team has an experienced coach. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The General Motors C5 Corvette design case study illustrates the process. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. In 1988, General Motors decided to develop an all new, fifth-generation Corvette. The forth generation Corvette was flagging. Sales were way off. Quality was poor. Japanese competitors were closing in. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Other people in the program had a different point of view. They thought customers might prefer a “kinder, gentler” Corvette. One with foot room and, god forbid, a trunk. Some of the Corvette guys wanted to design a car with “the Right Stuff.” A Corvette that would make the Bat Mobile look like a bus!!! Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsAlternative Generation Analysis Synthesis ActFraming Framing is perhaps the most important phase of any strategy project. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Framing begins with 3 simple questions. Call it a “project vision.”Framing 1 What are we going to do? 3 How will we know if we are successful? 2 Why are we doing this? Projects end up in trouble when they don’t answer these questions at the outset. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. 80 percent of the project frame is determined by the people involved. Core team Experts and stakeholders Decision makers A good team member will be a thinker, a networker, and a player. Framing Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Setting up for success in any decision begins with getting the appropriate basis. Frame Adapted from Ron Howard What we want What we can do What we know Action Information Values Alternatives Framing Action Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Issue raising gets us a big pile of things. Most of the “issues” fall into four categories: the 3 elements of the decision basis plus the “givens.” Framing “Givens” Alternatives “What we can do.” Information “What we know.” Values “What we want.” Framing Throwing all the issues on the table and sorting them into basis elements is an important part of framing. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Issue raising gets us a big pile of things. Most of the “issues” fall into four categories: the 3 elements of the decision basis plus the “givens.” Framing “Givens” Alternatives “What we can do.” Information “What we know.” Values “What we want.” Framing Throwing all the issues on the table and sorting them into basis elements is an important part of framing. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Issue raising gets us a big pile of things. Most of the “issues” fall into four categories: the 3 elements of the decision basis plus the “givens.” Framing “Givens” Alternatives “What we can do.” Information “What we know.” Values “What we want.” Framing Throwing all the issues on the table and sorting them into basis elements is an important part of framing. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Scenario generation is also a part of framing a problem.Framing Where are the surprises lurking? What will happen to our customers? Question assumptions!! What will happen to our suppliers? What will happen to our competition? Regulation? Where is Technology going? Can home prices go up forever? What if gasoline prices in the US were the same as Europe? Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Policy Decisions -- things we will take as given for purposes of this project. Strategic Decisions -- decisions we will focus on in this project . Tactical Decisions -- decisions that can wait until the strategic direction is set. -There will be a fifth-generation Corvette - The Corvette will be sold by Chevrolet - It will be manufactured at Bowling Green - It will be introduced in 1993 - The budget limit is $200 million - It will target the High Sport Segment - Power train - Styling concept - Body material -Vehicle Technology - Manufacturing technology - Comfort and safety features - Color palette - Tire supplier - Etc. Framing A Framing Hierarchy helps specify clearly which decisions we want to focus on. It shows how these decisions connect with “bigger” and “smaller” decisions. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Framing A strategy table lays out the major decisions and the choices. Options are arranged from “mild” to “wild.” We want entries to be mutually exclusive so only one option is selected in each column. Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all- wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above plus a trunk. Strategy Theme Key decisions Performance Comfort and Convenience The strategy table lays out the playing field. We develop themes in the next phase. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Value Decision Uncertainty Influence Net Present Value Framing Our understanding of the relationship between decisions and profit are captured in a “decision diagram.” Our view of the problem is articulated -- decisions, outcomes, and the information that connects them. C5 Corvette Product Strategy Pricing Strategy Market Share Quality Warranty Costs Investment Unit Costs Performance Styling Comfort and Convenience Competition High Sport Market Size Pricing Strategy Monday, September 2, 13
    • A checklist captures the spirit of framing. Do we have the right people involved? Have we set our boundaries too narrowly? What systems are we considering? What assumptions are we making about reality? Are we using the appropriate values? What metaphors are we using? © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Framing Monday, September 2, 13
    • Framing The last step in Framing is developing a project plan. It can be simple or comprehensive. It depends on the problem. Framing Alternative Generation Analysis Synthesis A Decision Makers Stakeholders and experts ProcessTools Money A B C 1 2 3 4 5 Phas e Sept Oct Nov Dec Jan Alternative Generation Analysi sSynthes isImplemen tation Schedule People and Organization Project Management Plan Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Analysis Synthesis Act Alternative Generation Most of the creative juice and advocacy go into the “Alternative Generation” phase. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The alternatives need to be compelling and doable. Evaluation is suspended. (Not easy without coaching.) The focus is on clarifying proposed approaches and explaining their rational. Creative tension is good. (We are not looking for agreement at this stage.) Alternative Generation We want a big dose of creativity in the Alternative Generation phase. Monday, September 2, 13
    • Alternative Generation Advocacy is encouraged! Monday, September 2, 13
    • We lay out the alternative roads in this phase. • The deliverable is a clear definition of the strategies we want to explore and a compelling narrative for each. • Three strategies are usually enough --- most brains can’t deal with more. Alternative Generation Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all-wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above Strategy Theme Key decisions Performance Comfort and ? Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all- wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above plus a trunk. Strategy Theme Key decisions Performance Comfort and Convenience The Right Stuff Alternative Generation In our Corvete case study, some of the “car guys” wanted to build a vehicle that would guarantee “bragging rights.” Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all- wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above plus a trunk. Strategy Theme Key decisions Performance Comfort and Convenience Improved C4 Alternative Generation The Finance Department didn’t think it was prudent to take money from mainstream programs to spend on the Corvette. They wanted a strategy that minimized investment. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all- wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above plus a trunk. Strategy Theme Key decisions Performance Comfort and Convenience Alternative Generation Other people advised a “Kinder and Gentler” Corvette, a car that would appeal to successful, older men and women. Kinder and Gentler Corvette Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Together the options were all compelling and they spanned a wide range of possibilities. Alternative Generation Styling 350 HP 450 HP Mid-engine 450 HP, mid- engine with all wheel drive 450HP, mid- engine, all wheel drive and all- wheel steering. Major face lift Distinct but evolutionary Radical new Minor changes Lower door sill at least 3 inches Lower door sill 6 inches and add more foot room All the above plus a trunk. Strategy Theme Key decisions Performance Comfort and Convenience Kinder and Gentler Corvette Improved C4 The Right Stuff Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. At this point in the process the strategy themes are test wells. Metaphorically we are drilling for value. Kinder and Gentler Corvette Alternative Generation Improved C4 The Right Stuff Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Alternative Generation Synthesis Act Analysis The “Analysis” phase is where we learn what is good and bad about each alternative. It is also where we learn about the role of uncertainty. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The analytical steps and tools used for analysis are straight from the Decision Analysis Process (model building, sensitivity analysis, probability encoding, and profit calculations.)* Analysis Act Decision framing and basis development A B C 1 2 3 4 5 Deterministic Modeling and sensitivity analysis Probability assessment and calculation Basis Appraisal Situation Reframe? Refine basis? * For a tutorial on this process see the Baker Street Publication, Coach’s Guide to the Decision Analysis Process. Monday, September 2, 13
    • Computer-based, mathematical models are the key to cutting through complexity and dynamics.Analysis In the mid-1980’s Herb Simon* gave a lecture at Stanford University. He discussed the slow, but unrelenting march of critical thinking about complex social problems. Toward the end of his talk he stated that he thought the computer-based, mathematical model was perhaps the greatest invention of all time. I was a bit taken back. I was expecting him to suggest something like the microprocessor, not esoteric computer models like those I was building. He went on to explain that these models were so important because they offered the first opportunity for groups of people to think collectively about very complicated problems. Individuals can model parts of the problem and then combine their knowledge with that of other people in a logically consistent way. Mankind has never had this capability. When used properly, these models are like meta neural networks. They combine the thinking of many brains. They capture the thinking in a way that can be shared and refined by many people spread out over the globe. *Herb Simon was the first winner of the Nobel Prize in Economics. Monday, September 2, 13
    • INPUT TABLE - EXOGENOUS VARIABLES Description Miles driven Gasoline price Electricity price Interest rate CO2 Offsets Units Low (10/90) Median (50/50) High (90/10) Miles per year 7000 14000 18000 $/gallon LOW MEDIAN HIGH $/KwH LOW MEDIAN HIGH .% 0.02 0.05 0.08 $/metric ton 2 30 50 Description Initial cost Tax Credit Sale Price (after 7 years) Routine Maintenance Mileage Daily charge Battery efficiency Electic mileage Volt Prius Units Low (10/90) Median (50/50) High (90/10) Low (10/90) Median (50/50) High (90/10) $ 35000 40000 42000 20000 21200 23000 $ 0 9500 9500 0 0 0 $ 18000 21300 25000 9000 11900 13000 $/year 0 0 0 0 0 0 miles/gallon 20 30 40 45 50 55 Kwh/day 4 5 6 Kwh(out)/Kwh(in) 0.8 0.9 0.92 Kwh/mile 0.16 0.20 0.24 Usually a spread sheet model is appropriate. Sometimes we have to use more computing power to connect data bases and/or collections of models. • A model helps us organize what we know. • The objective is critical thinking, communication, learning and understanding. • We use the model to identify the uncertainties that could change our strategy. This guides our information gathering efforts. Analysis Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. 0 Change in NPV— “Right Stuff” Strategy High Sport Segment Size Low High Market share HighLow Other A Other B Unit cost High Low Development Costs Other C Low High Other D Low High Competition High Low Once a good business model is built then we can do sensitivity analysis to prioritize the uncertainties that affect the value of each strategy. Analysis Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Strategy New Improved C4 Kinder & Gentler Right Stuff Competition Intense Fair Corvette Market Share High Base Low High Sport Segment size in 1994 Other A High Base Low Other B High Low Strong Good High Base Low Base Analysis A decision tree composed of the key uncertainties captures hundreds of scenarios and the probability associated with each. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. CumulativeProbability 1.0 .9 .8 .7 .6 .5 .4 .3 .2 .1 0 –2 Net Present Value Improved C4 –1 0 1 2 3 4 5 Kinder and GentlerRight Stuff Once we have the profit and the probability associated with each scenario it is straight forward to calculate the probability distribution on profit for each option. Analysis Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Flying bars and e-values are a good way to compare options and show profit uncertainty.Analysis Net Present Value 0 Key 10% 90% e -Value Strategy Theme Improved C4 Kinder and Gentler Right Stuff Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. In the “Synthesis” phase we take everything we’ve learned and we pull it all together. Stakeholders and ExpertsFraming Alternative Generation AnalysisSynthesis Act Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Hydro formed tube frame drops sill way down for easy entry Transm ission here creates m ore foot room in cockpit Synthesis Once the “car guys” understood there was a lot of value in comfort and convenience, they figured out how to get more of it at lower cost. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Net Present Value 0 Key 10% 90% e -Value Synthesis The Corvette team developed a “hybrid” strategy that had better profitability and lower downside than any of the strategies initially advocated by the stakeholders. Strategy Theme Improved C4 Kinder and Gentler Right Stuff “Hybrid” Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Time,April 14, 1997 “An almost perfect car,” says Automobile magazine editor. “A big boy’s toy that First Wives’ club may co-opt.” Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Without an effective process GM would have had an expensive marketing disaster. Instead, they had mutual learning, a good strategy …. and a good outcome. The Bowling Green manufacturing plant was sold out for 10 years. In March, 2000, the Society of Automotive Engineers selected the C5 Corvette “the best engineered car of the 20th Century.” Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. New Improved C4 Corvette with the Right Stuff Kinder, Gentler Corvette 17 Finding value in a complicated situation is like searching for water in a desert. The alternatives designed by the stakeholders are metaphorically like test wells. Their purpose is to locate areas of potential value. Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. NRDC Alternative Corvette with the Right Stuff Kinder, Gentler Corvette Hybrid Strategy 18 New Improved C4 The “hybrid” strategy captures what we learn from studying the “test wells.” It is a synthesis of what is good about each. Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Net Present Value 0 Key 10% 90% e -Value Strategy Theme Improved C4 Kinder and Gentler Right Stuff “Hybrid” Studies of scores of corporate decisions reveal that typically a “Hybrid” strategy is worth 30 to 60 percent more than the best “test” strategy. Sometimes it’s worth twice as much. Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Kepner- Tregoe Collaborative Design Process Decision Analysis Process 1965 1968 1980 - 2009 In summary, the collaborative design process is the result of a 50 year evolution. Summary Framing Alternative Generation Analysis Synthesis Act Decision Makers Stakeholders and experts Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Alternative Generation Analysis Synthesis ACT Decision Makers Stakeholders and experts There are four phases to designing a strategy.Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Framing is a key element of any design process. Inappropriate framing is the root cause of most bad strategic decisions. Framing SynthesisAnalysis Alternative Generation Do we have the right people involved? Have we set our boundaries too narrowly? What systems are we considering? What assumptions are we making about reality? Are we using the appropriate values? What metaphors are we using? Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The process combines creativity and advocacy with critical thinking and design. Framing SynthesisAnalysis System modeling and information gathering are the focus here. Here’s where we put it all together. Alternative Generation Creativity and Advocacy have a strong role here. Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. The process facilitates a balance of analysis and synthesis. It is about learning where the value is and figuring out how to get more of it. Framing SynthesisAnalysis Alternative Generation Hybrid Generating alternatives and analyzing them is like drilling test wells. Synthesis is about taking what we learn from the test wells and deciding where to drill the production well. Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Stakeholders and ExpertsFraming Alternative Generation Analysis Synthesis Act Decision Makers Stakeholders and experts The process works best when the team has a coach.Summary Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Familiarity with strategy design tools Skills to move groups from unilateral control to mutual learning. Process Experience Project Management A decision coach brings several things to the table. Summary Monday, September 2, 13
    • Strategy Competition Market Share Comfort and Convenience Styling Unit Costs Investment High Sport Market Size Performance Quality Warranty Costs Pricing Strategy Net Present Value © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Decision and Framing hierarchies --- Which decisions are we working on? How do they fit with other decisions? What are the givens. Strategy tables --- How do alternative strategies differ? Do they cover the range of possibilities? Decision Diagrams --- What issues are relevant to the strategy? How do issues influence each other? Dynamic System Simulation and Optimization Models --- Have we captured the complexities and dynamics logically? Sensitivity Analysis --- What are the important uncertainties? Where should we focus our attention? Probability assessment techniques --- How do we express what we don’t know? How do we deal with cognitive biases? Bayesian updating of information --- How do probabilities change as we learn more? What is the value of better information? Policy Strategy Tactics A B C 1 2 3 4 5 Summary A decision coach brings a bag full of tools. Monday, September 2, 13
    • © 2011 Baker Street Publishing, LLC.  All Rights Reserved. Check these places for more information about decision coaching and collaborative design. • Coach’s Guide to Framing Inappropriate framing is the root cause of most bad decisions. This overview introduces content, interpersonal, and rhetorical framing. The connection between interpersonal framing and double-loop learning is explained. • Coach’s Guide to the Decision Analysis Process This tutorial uses the choice between two energy efficient cars (Volt or Prius) to illustrate the phases of the Decision Analysis Process. This is DA as performed by professionals. • Baker Street Publishing Blog • Regular posts of interest to decision coaches and strategy professionals. • Foundations of Decision Analysis, Ron Howard and Ali Abbas, Pearson Publishing, Forthcoming Monday, September 2, 13
    • Thanks ★ Sandraline Cederwall ★ Ron Howard ★ Steve Carlisle ★ Vince Barabba ★ Greg Ross ★ Dave Taketa ★ Dan Owen ★ Mike Kusnic ★ David Dunahay ★ NIck Pudar ★ Bob Rice ★ Adam Josephs ★ Dale Jordan ★ Steve Bubb ★ Richard Hartenberg ★ Kate and Meghan ★ Dennis Beude ★ Naoki Shimoda ★ Nazir Ahmad ★ Michael O’Malley ★ Rick Radecki ★ Mike Durrie ★ Steve Uhl ★ Josh Eagle ★ Gary Ackerman ★ Buzz Thompson ★ Kenneth Boulding ★ Patricia Evans ★ Dean Boyd ★ Ed Cazalet ★ Diane Copeland ★ Yong Tao ★ Mark Chang ★ Bob Putnam ★ Diana Smith ★ Andrew Tang ★ Edwards Deming ★ Peter Drucker ★ Jim Matheson ★ Bill Linville ★ Dave MacWay ★ Carl Spetzler ★ Warner North ★ Curtis Johnson ★ Hannah Winter ★ Donald Dunn ★ Terry Braunstein ★ Vin Moley ★ Paul Skov ★ Jeff Foran ★ Taiichi Ohno ★ Chris Argyris ★ David Matheson ★ Michael Harrison ★ Burke Robinson ★ Peter Drucker ★ Debbie Livingston ★ Val Akana ★ Hank D’Angelo ★ James O’Toole And many others. Monday, September 2, 13