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Decision Making for European managers in public organisations.

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E
ErwinvandePol

For and with an audience of managers from many European public organisations, we discussed the issue that leaders in the public service are faced with difficult decisions affecting the public services they deliver, the electors, employees and councilors. The question is: “How do they persuade all parties to expect less in the future?" And are European leaders and managers in public organisations well equiped for making difficult decisions?

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Welcome Decisionmaking in times of crisis national and international Drs. Erwin van de Pol CMC RVGME Rijnconsult/ACE
The issue Leaders are faced with difficult strategic decisions affecting the public services they deliver, the electors, employees and councilors. The question is: “How do they persuade all parties to expect less in the future?”
Psychologist Jolet Plomp on decision techniques: ,[object Object],[object Object],[object Object],[object Object]
[object Object],Bad news? Pychologist Jolet Plomp:
Research by psychologist Marieke de Vries ,[object Object],[object Object],[object Object]
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Making decisions in the context of public services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
 
 
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Decisionmaking? On your own or smarter?
How do you learn your job, and were you prepared for decisionmaking? “ classic” professionality art Result is difficult to be specified (“made to measure”) knowledge worker handicraft Result is to be specified (“routine”) Knowledge strongly structured Knowledge weakely structured Professionals
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Exchange of views, what do you think? ,[object Object],[object Object],[object Object],[object Object]

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Decision Making for European managers in public organisations.

  • 1. Welcome Decisionmaking in times of crisis national and international Drs. Erwin van de Pol CMC RVGME Rijnconsult/ACE
  • 2. The issue Leaders are faced with difficult strategic decisions affecting the public services they deliver, the electors, employees and councilors. The question is: “How do they persuade all parties to expect less in the future?”
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.  
  • 9.  
  • 10.  
  • 11.  
  • 12.
  • 13. Decisionmaking? On your own or smarter?
  • 14. How do you learn your job, and were you prepared for decisionmaking? “ classic” professionality art Result is difficult to be specified (“made to measure”) knowledge worker handicraft Result is to be specified (“routine”) Knowledge strongly structured Knowledge weakely structured Professionals
  • 15.
  • 16.  
  • 17.

Editor's Notes

  1. Key Points Om interactie in organisaties te begrijpen zullen we de samenhangende structuren of ‘systemen’ dienen te begrijpen. Wanneer we de afzonderlijke gebeurtenissen kunnen plaatsen als onderdeel van trends en patronen, kunnen we mogelijk ook de onderliggende structuren en mentale modellen leren begrijpen. Soort structuren: - Business structuren zoals markt positie; product strategie; distributie strategie - Organisatie structuren zoals management hierarchie; belonings systemen; informatie systemen; culturele normen - Interpersoonlijke structuren zoals relationele vaardigheden; besluitvormingsprocedures; ongeschreven regels, cultuur - Individuele structuren zoals ‘hoe ik denk’; ‘hoe ik mijzelf en mijn rol zie’; mentale modellen en vooronderstellingen - Mentale modellen zijn de assumpties, verhalen, ‘beliefs’ die we hebben opgeslagen over elk aspect vanonszelf, anderen, organisaties, de markt, ons leven etc. Business structuren zijn het meest waarneembaar’, individuele structuren het minst waarneembaar.