Consent - Sociocratic way of making policy decisions
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Slides used by Julian Howell and Richard Taylor for their introduction to sociocracy for community-led housing, given on behalf of the Brighton & Hove Community Land Trust on 5th May 2018. Watch the video from the presentation and find out more information here: http://bhclt.org.uk/introduction-to-sociocracy-for-community-led-housing-groups-video/
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The document provides guidance for developing strong facilitation skills to effectively guide group meetings and discussions. It outlines key principles like drawing out diverse opinions, focusing on objectives, and remaining impartial. Good facilitators understand the group's goals, keep the meeting on track and agenda, and ensure all members participate and decisions are made democratically. Planning the logistics and establishing clear ground rules are also important for facilitating productive meetings. The document advises addressing any disruptions respectfully and only as a last resort removing disruptive members if they prevent the group from accomplishing its goals.
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Decision Making
The document discusses different types of decision making processes. It describes programmed decisions as simple and routine, while non-programmed decisions are new and complicated. It then lists factors to consider in decision making like perception, priority, acceptability, demands, style, resources, and judgment. The document also outlines six steps in the decision making process: construct, compile, collect, compare, consider, and commit. It provides guidelines for good decision making and describes different decision making approaches like autocratic, consultative, democratic, and consensus-based. Consensus is outlined as a process of generating options, identifying pros and cons, agreeing on a solution, and testing for full group support of the decision.
DECISION MAKING
This document outlines the steps for reaching group consensus in decision making. It discusses preparing and sharing information, setting discussion limits and goals, listening to all perspectives, and working through issues until an agreement everyone can support in principle is reached. The decision making process involves defining the problem, generating alternatives, assessing options, selecting the best alternative, and monitoring the implementation.
Decision making strategies
This document discusses strategies for effective decision making. It outlines the decision making process, which involves defining the decision, analyzing aspects, choosing a decision making style, involving stakeholders, and understanding ambiguity. It also discusses tools like the RACI matrix and types of decisions. The key steps in decision making are to identify the decision, prepare by researching options, decide, communicate the decision, execute it, measure outcomes, and adjust if needed. Overall, the certification teaches that decision making is a strategic process that follows a defined cycle.
TMA World Guide to Effective Decision Making
Making good decisions, based on disciplined thinking and informed judgement, requires an individual to:
•Gather all available, relevant facts and generate a list of options
•Effectively consult with others and use a range of techniques to evaluate available options
•Consider the consequences of the decision on others and the organization
Effective decision making has many benefits, including improved communication and consultation among individuals and a reduction in the negative impact of decisions across your organization.
Contact us today to find out more:enquiries@tmaworld.com
Decision making theory and process
This document discusses decision making theory and processes. It defines decision making as selecting a logical choice from available options by weighing positives and negatives of each option. The document then outlines an 8-stage process for moral decision making including establishing community, perception, interpretation, judgment, motivation, action, and reflection. It also lists 7 steps for effective organizational decision making including outlining goals, gathering data, brainstorming alternatives, listing pros and cons, making the decision, taking action, and reflecting on the process. Finally, it discusses concepts like bounded rationality and common decision making errors like heuristics.
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Facilitation%20 skills%20ppt%20for%20final new[1]
The document provides guidance for developing strong facilitation skills to effectively guide group meetings and discussions. It outlines key principles like drawing out diverse opinions, focusing on objectives, and remaining impartial. Good facilitators understand the group's goals, keep the meeting on track and agenda, and ensure all members participate and decisions are made democratically. Planning the logistics and establishing clear ground rules are also important for facilitating productive meetings. The document advises addressing any disruptions respectfully and only as a last resort removing disruptive members.
Decision Making
The document discusses different types of decision making processes. It describes programmed decisions as simple and routine, while non-programmed decisions are new and complicated. It then lists factors to consider in decision making like perception, priority, acceptability, demands, style, resources, and judgment. The document also outlines six steps in the decision making process: construct, compile, collect, compare, consider, and commit. It provides guidelines for good decision making and describes different decision making approaches like autocratic, consultative, democratic, and consensus-based. Consensus is outlined as a process of generating options, identifying pros and cons, agreeing on a solution, and testing for full group support of the decision.
DECISION MAKING
This document outlines the steps for reaching group consensus in decision making. It discusses preparing and sharing information, setting discussion limits and goals, listening to all perspectives, and working through issues until an agreement everyone can support in principle is reached. The decision making process involves defining the problem, generating alternatives, assessing options, selecting the best alternative, and monitoring the implementation.
Decision making strategies
This document discusses strategies for effective decision making. It outlines the decision making process, which involves defining the decision, analyzing aspects, choosing a decision making style, involving stakeholders, and understanding ambiguity. It also discusses tools like the RACI matrix and types of decisions. The key steps in decision making are to identify the decision, prepare by researching options, decide, communicate the decision, execute it, measure outcomes, and adjust if needed. Overall, the certification teaches that decision making is a strategic process that follows a defined cycle.
TMA World Guide to Effective Decision Making
Making good decisions, based on disciplined thinking and informed judgement, requires an individual to:
•Gather all available, relevant facts and generate a list of options
•Effectively consult with others and use a range of techniques to evaluate available options
•Consider the consequences of the decision on others and the organization
Effective decision making has many benefits, including improved communication and consultation among individuals and a reduction in the negative impact of decisions across your organization.
Contact us today to find out more:enquiries@tmaworld.com
Decision making theory and process
This document discusses decision making theory and processes. It defines decision making as selecting a logical choice from available options by weighing positives and negatives of each option. The document then outlines an 8-stage process for moral decision making including establishing community, perception, interpretation, judgment, motivation, action, and reflection. It also lists 7 steps for effective organizational decision making including outlining goals, gathering data, brainstorming alternatives, listing pros and cons, making the decision, taking action, and reflecting on the process. Finally, it discusses concepts like bounded rationality and common decision making errors like heuristics.
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Decision making skills
This document outlines an 8-step decision-making model called the "Decision-making Loop" to help with making effective decisions. The steps include identifying the problem, gathering information, exploring options, evaluating options, choosing an option, implementing the decision, monitoring the impact, and modifying the decision if needed. Taking a systematic approach to decision-making by considering alternatives, criteria, and outcomes can improve the situation and lead to success, even if the outcome is uncertain. Regular evaluation and monitoring of decisions is important.
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This document discusses various aspects of decision making and problem solving. It begins by defining decision making as selecting a course of action from various alternatives. It then discusses different decision making styles and provides tips for enhancing decision making skills. Various decision making techniques and models are outlined, including identifying the problem, gathering information, evaluating alternatives, and implementing the decision. Problem solving techniques discussed include categorizing problems, generating potential solutions through brainstorming, and evaluating decisions.
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This document discusses resistance to change and provides reasons why people resist change. It outlines signs of resistance including being critical, finding fault, ridiculing, and sabotaging. Reasons for resistance include dislike of change, fear of the unknown, loss of control or face, and poor timing. The document also discusses passive resistance, outcomes that cause a positive reaction to change, and factors that cause resistance. It provides responses to common resistance statements and methods for managing and overcoming resistance, including maintaining focus, embracing resistance, and respecting those who resist.
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The document provides an overview of decision making processes. It discusses various models of decision making including multi-criteria decision analysis, consensus decision making, and individual decision making. It also outlines steps in decision making, such as establishing goals, gathering information, evaluating alternatives, and implementing a plan of action. The document categorizes decision making approaches as rational, bounded rational, or intuitive and provides examples of each.
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This document contains information about a group presentation including the names and registration numbers of the presenters. It discusses consensus decision making, noting that consensus requires agreement by all group members on a decision in the best interest of the whole. It identifies cooperation, collaboration, and commitment as keys to successful consensus. A SWOT analysis is presented on consensus, noting strengths like more complete information but also weaknesses like the potential for social loafing or withdrawal behavior. The document concludes consensus can be effective if its weaknesses are addressed and threats averted through commitment and cohesiveness.
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Collaborative Decision Making - Updated
The document discusses collaborative decision making and its benefits. It outlines steps such as analyzing issues, identifying stakeholders, developing a decision making strategy, collecting input, communicating results, and implementing decisions. Several decision making types are described like majority vote, consensus building, and autonomous decisions. Qualities of good and bad decisions are contrasted. Reasons for collaborative decision making include reinforcing values, improving communication, stimulating creativity, and creating a sense of ownership over decisions.
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Organizational Processes=18
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The document discusses various strategies for effective decision making. It outlines different decision making styles such as autocratic, participatory, democratic, and consensus-based. It also discusses factors to consider like defining the decision, involving stakeholders, understanding ambiguity, evaluating risks, and types of decisions. The key steps in decision making are to identify the decision, prepare options, decide, communicate the decision, execute the plan, and measure results to improve future decisions.
Strategic Decision Making Process
This document provides an overview of strategic decision making. It discusses rational models of decision making and their key criteria. It also examines limitations of rational decision making in practice, including individual limitations like bounded rationality and organizational limitations like existing decision processes. Additionally, it outlines a process for strategic risk assessment and considers competitive reactions. A practical model for effective strategic decision making is proposed, and the document concludes by noting decision making often varies in practice.
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This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
Decision process problems
1) People face many decisions daily, from small to life-changing, and must make some very quickly.
2) When making decisions, people are susceptible to biases like only seeing evidence that supports their preexisting views.
3) Effective decision-making starts by setting the proper context before discussion, and educating participants leads to more cooperation.
Communication Techniques
The document discusses communication techniques that are useful in mediation cases. It covers four phases of mediation: pre-mediation which involves building the basis for a successful mediation through private meetings; main-mediation which focuses on interest-based bargaining and settlement through conferences and caucuses; post-mediation which addresses ensuring durable agreements; and meta-mediation which aims for transformation and reconciliation. The document also outlines various communication techniques mediators can use such as active listening, probing questions, checking understanding through review and summary, and giving information through "I" statements. It discusses using reframing, moderating, eliciting suggestions, and getting agreement on action plans.
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On 18 September 2018, Mel Nock, a founder member of Laughton Lodge, gave a presentation about the journey they took to set up their community, the steps and decisions they took, the highs and lows, and how they have continued to build the community in the 20 years since.
Laughton Lodge was set up as a cohousing community nearly 20 years ago and is a buoyant community of 70 adults and children, living in 21 houses and sharing 23 acres of land in East Sussex.
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A group of city agencies have come together to improve their region's image and quality of life. Some prioritize social services while others prioritize economic development. They agree improving citizens' quality of life and competitiveness is important. The document discusses managing conflict through various approaches like avoiding, accommodating, compromising, competing, and collaborating. It provides tips for healthy debates versus heated arguments and an 8-step process for facilitating conflict resolution. The overall goal is improving communication and building consensus to make decisions.
Q2.12: Using Conflict For Good
This document discusses conflict, why it happens, and strategies for managing conflict. It provides the following key points:
1) Conflict can arise due to differing viewpoints, passion for one's position, or the importance of the issue. While conflict can be uncomfortable, it can also stimulate debate, improve ideas, increase engagement, and generate solutions.
2) There are five main strategies for managing conflict: avoiding, accommodating, controlling, compromising, and collaborating. The strategies differ in whether they satisfy one or both parties and when each is most appropriate to use.
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This document outlines the members of a group project on decision making. It then provides information on various aspects of decision making, including the decision making process, barriers to decision making, different types of decisions (programmed and non-programmed), decision making conditions (certainty, risk, uncertainty), decision making steps, and Snyder's decision making theory which takes a dynamic approach.
Decision making skills
This document outlines an 8-step decision-making model called the "Decision-making Loop" to help with making effective decisions. The steps include identifying the problem, gathering information, exploring options, evaluating options, choosing an option, implementing the decision, monitoring the impact, and modifying the decision if needed. Taking a systematic approach to decision-making by considering alternatives, criteria, and outcomes can improve the situation and lead to success, even if the outcome is uncertain. Regular evaluation and monitoring of decisions is important.
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The document discusses decision making, including definitions, theories, approaches, procedures, strategies, and implications for education. It defines decision making as identifying and choosing the best option from alternatives. Common decision types include yes/no, choice selection, and contingent decisions based on conditions. Theories discussed include normative and descriptive decision theory, causal decision theory, evidential decision theory, game theory, and Bayesian theory. Key approaches are authoritarian, group-based, and automated systems. Good decision making follows procedures like generating alternatives and evaluating them before selecting the best option. Strategies include optimizing, satisficing, maximax, and maximin. Bad decisions can result from lack of alternatives, information, or evaluation. The document stresses the importance
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The document provides information about the concept of business decision making. It begins with an acknowledgement of those who provided guidance for an assignment. It then discusses various aspects of decision making including defining the problem, setting objectives and criteria, generating alternatives, analyzing alternatives, selecting an alternative, implementing the decision, and evaluating the outcome. Different models and styles of decision making are described. The key steps in rational and bounded rational decision making models are outlined. Barriers to good decision making are also listed.
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This document discusses various aspects of decision making and problem solving. It begins by defining decision making as selecting a course of action from various alternatives. It then discusses different decision making styles and provides tips for enhancing decision making skills. Various decision making techniques and models are outlined, including identifying the problem, gathering information, evaluating alternatives, and implementing the decision. Problem solving techniques discussed include categorizing problems, generating potential solutions through brainstorming, and evaluating decisions.
Resistance to change
This document discusses resistance to change and provides reasons why people resist change. It outlines signs of resistance including being critical, finding fault, ridiculing, and sabotaging. Reasons for resistance include dislike of change, fear of the unknown, loss of control or face, and poor timing. The document also discusses passive resistance, outcomes that cause a positive reaction to change, and factors that cause resistance. It provides responses to common resistance statements and methods for managing and overcoming resistance, including maintaining focus, embracing resistance, and respecting those who resist.
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The document provides an overview of decision making processes. It discusses various models of decision making including multi-criteria decision analysis, consensus decision making, and individual decision making. It also outlines steps in decision making, such as establishing goals, gathering information, evaluating alternatives, and implementing a plan of action. The document categorizes decision making approaches as rational, bounded rational, or intuitive and provides examples of each.
Case presentation
This document contains information about a group presentation including the names and registration numbers of the presenters. It discusses consensus decision making, noting that consensus requires agreement by all group members on a decision in the best interest of the whole. It identifies cooperation, collaboration, and commitment as keys to successful consensus. A SWOT analysis is presented on consensus, noting strengths like more complete information but also weaknesses like the potential for social loafing or withdrawal behavior. The document concludes consensus can be effective if its weaknesses are addressed and threats averted through commitment and cohesiveness.
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This document summarizes key points from a lecture on managerial decision making and information technology. It discusses what decisions are, different types of decisions, and three models of decision making - classical, administrative, and political. It also outlines the six steps in the managerial decision making process and techniques for improving decision making such as participative decision making. Finally, it covers decision styles and levels of participation in decision making by subordinates.
Collaborative Decision Making - Updated
The document discusses collaborative decision making and its benefits. It outlines steps such as analyzing issues, identifying stakeholders, developing a decision making strategy, collecting input, communicating results, and implementing decisions. Several decision making types are described like majority vote, consensus building, and autonomous decisions. Qualities of good and bad decisions are contrasted. Reasons for collaborative decision making include reinforcing values, improving communication, stimulating creativity, and creating a sense of ownership over decisions.
WEBINAR: 3 Ways Groups Make Better Decisions Together
Whether it’s done consciously or not, problem solvers and their teams are responsible for the outcomes of a lot of important decisions. Taking no action at all is effectively a decision. And decisions were not created equally! Tune in to this comprehensive webinar to make sure you’re using the right method at the right time for the best decision.
Organizational Processes=18
The document discusses frameworks for designing high-performance organizational processes related to communication, decision-making, and teamwork. It covers topics such as effective communication media matching complexity levels, types of organizational decisions, rational models of decision-making, and participative and group decision-making techniques.
Decision Making Strategies
The document discusses various strategies for effective decision making. It outlines different decision making styles such as autocratic, participatory, democratic, and consensus-based. It also discusses factors to consider like defining the decision, involving stakeholders, understanding ambiguity, evaluating risks, and types of decisions. The key steps in decision making are to identify the decision, prepare options, decide, communicate the decision, execute the plan, and measure results to improve future decisions.
Strategic Decision Making Process
This document provides an overview of strategic decision making. It discusses rational models of decision making and their key criteria. It also examines limitations of rational decision making in practice, including individual limitations like bounded rationality and organizational limitations like existing decision processes. Additionally, it outlines a process for strategic risk assessment and considers competitive reactions. A practical model for effective strategic decision making is proposed, and the document concludes by noting decision making often varies in practice.
Facilitation and Facilitative Leadership
This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
Decision process problems
1) People face many decisions daily, from small to life-changing, and must make some very quickly.
2) When making decisions, people are susceptible to biases like only seeing evidence that supports their preexisting views.
3) Effective decision-making starts by setting the proper context before discussion, and educating participants leads to more cooperation.
Communication Techniques
The document discusses communication techniques that are useful in mediation cases. It covers four phases of mediation: pre-mediation which involves building the basis for a successful mediation through private meetings; main-mediation which focuses on interest-based bargaining and settlement through conferences and caucuses; post-mediation which addresses ensuring durable agreements; and meta-mediation which aims for transformation and reconciliation. The document also outlines various communication techniques mediators can use such as active listening, probing questions, checking understanding through review and summary, and giving information through "I" statements. It discusses using reframing, moderating, eliciting suggestions, and getting agreement on action plans.
makingbetterdecisions-160427171132.pptx
This webinar discusses techniques for improving business decision making. It begins by outlining common biases that can hinder decisions, such as staying in our comfort zone, jumping to conclusions, and refusing to change course. The presentation then recommends developing decision criteria to focus on what constitutes high-quality alternatives, and using a systematic process to compare options against those criteria. It also suggests determining the appropriate decision-making style based on factors like the need for input, acceptance, and speed. The webinar closes by emphasizing the importance of clarifying roles and authority for decisions involving multiple stakeholders.
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Supervision of Instruction and Analysis of Teaching Report.pptx
EFFECTIVE BUSINESS DECISION MAKING CONCEPTS AND PROCESS
EFFECTIVE BUSINESS DECISION MAKING CONCEPTS AND PROCESS
Session 7 groups bba g-i - introduction to management - decision making and ...
Session 7 groups bba g-i - introduction to management - decision making and ...
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Laughton Lodge was set up as a cohousing community nearly 20 years ago and is a buoyant community of 70 adults and children, living in 21 houses and sharing 23 acres of land in East Sussex.
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Consent - Sociocratic way of making policy decisions
- 1. Consent Sociocratic way of making policy decisions
- 2. Consent A decision is made when no-one objects to a proposal. Everyone involved understands the proposal and says ‘this is okay with me’.
- 6. Giving consent means I can work with this It won’t prevent us carrying out the aims of our circle
- 7. Proposals Have aims that can be assessed A way to measure progress or outcome A date for review
- 8. The decision Is safe enough to try Is good enough for now The decision can be reviewed
- 9. Rounds An important tool for inclusion
- 10. Rounds Everyone must be heard Used a lot in Sociocracy!
- 11. Types of rounds Check-in How are you coming into this meeting? Clarifying questions What do you need to understand? Quick reaction How are you with this? Consent Do you have any objections?
- 12. Evaluation
- 13. Feedback loop
- 14. Meetings
- 15. Three steps to decisions UNDERSTAND > CONSIDER > DECIDE