LeaderLens Holistic Decision Making  January 19, 2010 Twitter hashtag #LeaderLens
Ashley Welch Director, Leadership & Sustainability Interaction Associates
Logisitics Send your questions Questions Twitter hashtag #LeaderLens “ fit in viewer”
Shannon Horst CEO, Savory Institute www.savoryinstitute.com
Today’s Conversation <ul><li>What is the  Holistic Decision Making Framework  and how is it different from traditional dec...
What is the  Holistic Decision Making Framework  and how is it different from traditional decision making models?  1
Successes & Challenges <ul><li>DEVELOPMENT OF: </li></ul><ul><ul><li>Transport: air, land, water </li></ul></ul><ul><ul><l...
HOLISTIC Decision Making UNIVERSAL Decision-Making  Work in ‘Wholes’  (people, $ and resources) Holisticgoal  (like magnet...
Seven Questions <ul><ul><ul><li>2.  Weak Link - Which aspect is weakest within the social, environmental and financial dim...
What  examples   illustrate the framework in action and how it helped produce unexpected results?  2
<ul><li>Photos shot same day  </li></ul><ul><li>Sites within 15 Kms of each other  </li></ul><ul><li>Only   difference is ...
Mexico
 
How does this model help leaders and their teams make better  long term decisions   while also producing short term result...
<ul><ul><li>Consistent success in the linear, mechanical, widget-building world, but simultaneously produces:  </li></ul><...
Questions
Ashley Welch Director, Leadership & Sustainability [email_address] Twitter hashtag #leaderlens
WHAT WHO Rob Bogosian Organizational Silence February 23, 2011 WHEN
Thank you! Webinar on demand at: interactionassociates.com/ideas
<ul><li>Humans face almost no real problems other than the odd hurricane, earthquake or volcano. They face only the conseq...
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Shannon Horst on LeaderLens

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  • MICHAEL…. AW – move to next slide when he introduces me
  • You should know that this webinar is being recorded, and you will receive a link to the complete webinar within 48 hours. We’ll also be posting the recorded webinar at interaction associates dot com. So let’s review how you can best participate in today’s Web event. (Click) The Control Panel is where you can interact with the presenters. (Click) You can minimize the control panel by clicking this little tab. (Click) If you have any questions during the webinar, you can send them to me through the Questions pane. Simply type in your question and click send. At the end of the presentation we will do a Q&amp;A session to answer as many questions as we have time for.
  • Provides a rigorous framework for: Creating the context as a team within which you can know if a decision is or is not sound – financially, socially, biologically (short and long-term) A more neutral platform for teams to consider and test decisions toward what they want in the long run; Consistent success in creating the long-term conditions within which short-term problems have no soil to take root; Producing short-term successes (profitability, problem solving, producing products and services) without sacrificing the foundations of our life-support system.
  • And to wrap up today– I’d like to point to the Harvard Business Review…and a recent HBR article titled Why Sustainability is the Key Driver of Innovation. The piece was written by the great business strategist and author, C.K. Pra-ha(accent)-lad — who sadly died last week. He argued that the current economic system has placed enormous pressures on our planet while catering to the needs of only about a quarter of the ppl in the world. That traditional approaches to business will collapse, and companies will have to develop innovative solutions” He said – “This will happen only when executives recognize a simple truth – Sustainability = Innovation”. I’d like to end there. We look forward to having you at our next Leader Lens on May 26 with David McConville. Thanks for joining us – and I’ll turn this back to Michael Tirrell
  • To close out today…we want to tell you more about the Leader Lens series — and specifically: Our next Leader Lens. First — Leader Lens is a monthly audiocast series that – beginning with the next one on May 26th – is a format of 30-minute interviews with leading thinkers across a wide spectrum and I will speaking to them about their passions and the future of leadership. We’re calling Leader Lens a dial-in and listen series – a half-hour with each month’s guest– and all you need to do is dial in and listen. We’ll also be taping these sessions for podcasting on InteractionAssociates.com May 26: Our first guest will be David McConville — to talk about immersive and transformational learning and specifically how that applies to developing leaders today. David is a man of many talents: a leading business thinker, inventor, futurist of-sorts, — and widely known as creator of the GeoDome. The GeoDome is an innovative immersive environment that advances transformational learning by powerfully visualizing complex data and trends. Trends such as water scarcity, population expansion, etc. David’s going to talk to us about systemic thinking – and looking at trends holistically. We’re excited to have David lined up – and promise an invigorating half-hour into the world as he’s helping people see it. I hope you will join us.
  • Ll horst 011911_rev10

    1. 1. LeaderLens Holistic Decision Making January 19, 2010 Twitter hashtag #LeaderLens
    2. 2. Ashley Welch Director, Leadership & Sustainability Interaction Associates
    3. 3. Logisitics Send your questions Questions Twitter hashtag #LeaderLens “ fit in viewer”
    4. 4. Shannon Horst CEO, Savory Institute www.savoryinstitute.com
    5. 5. Today’s Conversation <ul><li>What is the Holistic Decision Making Framework and how is it different from traditional decision making models? </li></ul><ul><li>What examples illustrate the framework in action and how it helped produce unexpected results? </li></ul><ul><li>How does this model help leaders and their teams make better long term decisions while also producing short term results? </li></ul>
    6. 6. What is the Holistic Decision Making Framework and how is it different from traditional decision making models? 1
    7. 7. Successes & Challenges <ul><li>DEVELOPMENT OF: </li></ul><ul><ul><li>Transport: air, land, water </li></ul></ul><ul><ul><li>Communications radio, television, satellites </li></ul></ul><ul><ul><li>Space exploration </li></ul></ul><ul><ul><li>Weaponry </li></ul></ul><ul><ul><li>Computers, robotics </li></ul></ul><ul><ul><li>Medical technology, genetic engineering </li></ul></ul><ul><li>MANAGEMENT OF: </li></ul><ul><ul><li>Economies </li></ul></ul><ul><ul><li>Human relationships </li></ul></ul><ul><ul><li>Agriculture </li></ul></ul><ul><ul><li>Rangelands </li></ul></ul><ul><ul><li>Oceans </li></ul></ul><ul><ul><li>Rivers </li></ul></ul><ul><ul><li>Fisheries </li></ul></ul><ul><ul><li>Forests </li></ul></ul><ul><ul><li>Wetlands </li></ul></ul>
    8. 8. HOLISTIC Decision Making UNIVERSAL Decision-Making Work in ‘Wholes’ (people, $ and resources) Holisticgoal (like magnetic north) 4 Ecosystem Processes (sustain life) 7 Testing Questions (towards holisticgoal)
    9. 9. Seven Questions <ul><ul><ul><li>2. Weak Link - Which aspect is weakest within the social, environmental and financial dimensions? </li></ul></ul></ul><ul><ul><ul><li>3. Energy and money/Source and Use- If we are using either energy or money, is the source of the energy or money derived from the most appropriate source? </li></ul></ul></ul><ul><ul><ul><li>4. Marginal Reaction - Of the actions available to us, is this the best return for the $ and time invested toward both short-term objective and our holisticgoal? </li></ul></ul></ul><ul><ul><ul><li>5. Gross Profit - When comparing enterprises, does this enterprise have the best income after direct costs? </li></ul></ul></ul><ul><ul><ul><li>7. Society and Culture - How do we feel about this decision after all considerations and testing? </li></ul></ul></ul><ul><ul><ul><li>6. Sustainability Does this action lead toward the future resource base we have described in our holisticgoal? </li></ul></ul></ul><ul><ul><ul><li>1. Problem vs. Symptom If we are trying to address a problem, does this action address the root cause of the problem or a symptom? And, move us toward holisticgoal? </li></ul></ul></ul>
    10. 10. What examples illustrate the framework in action and how it helped produce unexpected results? 2
    11. 11. <ul><li>Photos shot same day </li></ul><ul><li>Sites within 15 Kms of each other </li></ul><ul><li>Only difference is Holistic Decision Making </li></ul>Zimbabwe
    12. 12. Mexico
    13. 14. How does this model help leaders and their teams make better long term decisions while also producing short term results? 3
    14. 15. <ul><ul><li>Consistent success in the linear, mechanical, widget-building world, but simultaneously produces: </li></ul></ul><ul><ul><ul><li>Chronic Damage to environment </li></ul></ul></ul><ul><ul><ul><li>Unintended consequences </li></ul></ul></ul><ul><ul><ul><li>Conflicting objectives </li></ul></ul></ul><ul><ul><ul><li>Short term success amid long-term failure for human species. </li></ul></ul></ul>HOLISTIC FRAMEWORK UNIVERSAL FRAMEWORK Tends to Result in.. <ul><li>Consistent success in the linear, mechanical widget-building world while simultaneously producing: </li></ul><ul><ul><ul><li>Improved biological & social resources </li></ul></ul></ul><ul><ul><ul><li>Fewer unintended consequences </li></ul></ul></ul><ul><ul><ul><li>A focal point (magnetic north) that gets teams away from conflicting objectives </li></ul></ul></ul><ul><ul><ul><li>Short-term success amid long-term sustainability </li></ul></ul></ul>
    15. 16. Questions
    16. 17. Ashley Welch Director, Leadership & Sustainability [email_address] Twitter hashtag #leaderlens
    17. 18. WHAT WHO Rob Bogosian Organizational Silence February 23, 2011 WHEN
    18. 19. Thank you! Webinar on demand at: interactionassociates.com/ideas
    19. 20. <ul><li>Humans face almost no real problems other than the odd hurricane, earthquake or volcano. They face only the consequences of their decision making and actions. </li></ul><ul><li>Allan Savory, Founder, Savory Institute </li></ul>

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