1. Understanding DECISION MAKING
Models & Process
October 2016
Have you ever felt like the organization has been trapped in admiring the problem….lots of chatter but nothing changes.
Collaboration has to lead to decisions being made or we have all wasted our time.
Facilitated by
CARMEN Wyton

2. COLLABORATIVE DECISION MAKING
CONTINUOUS IMPROVEMENT
CONSISTENT COMMUNICATIONS
ENGAGEMENT
OUTCOMES
EVALUATION
PURPOSE
data
implement
decide
analyze
Who attended the collaboration session this morning – great! Then you will remember this.
I’m going to go through this quickly because I want most of our time developing principles and practices for effective decision making.
You just had a session on the strategic plan…exciting times…lots to be done, and decisions to be made.
This is a practice session
As we go through this consider your ideas for moving the strategic plan forward using this model.
1. Purpose….what is the decision that needs to be made – why?
The decision likely to be an opportunity, issue, risk mitigation, challenge.
Who do you need to engage – who is impacted – who has the information who need s to be a part of implementation
Who needs to be informed,
How are you going to know if the decision you have made is a good one. What are you going to monitor – the indicators
Outcomes…this is the big why – what will change if this decision is made.
Once those elements are confirmed you can get into decision making methodology.
Brainstorm some examples of functions processes or activities that could be put through this model, or the collaboration model that we saw a moment ago.
VETO?

3. COLLABORATIVE DECISION MAKING
ENGAGEMENT
OUTCOMES
EVALUATION
PURPOSE
Big decisions….or little. You can use this model
1. Purpose….what is the decision you need to make and why
The decision likely to be an opportunity, issue, risk mitigation, challenge.
Who do you need to engage – who is impacted – who has the information who need s to be a part of implementation
Who needs to be informed,
How are you going to know if the decision you have made is a good one. What are you going to monitor – the indicators
Outcomes…this is the big why – what will change if this decision is made.
Once those elements are confirmed you can get into decision making methodology.
Gather information, analyze the situation, make the decision, then implement.
I will go into more detail with this later….but We are going to drill down on this more later today
Brainstorm some examples of funtions processes or activities that could be put through this model, or the collaboration model that we saw a moment ago.

4. DECISION MAKING - PROCESS
data
implement
decide
analyze
Gather information, analyze the situation, make the decision, then implement.
Pretty clear right?

5. DECISION MAKING – ITERATIVE
CONTINUOUS IMPROVEMENT
CONSISTENT COMMUNICATIONS
VET0

6. PRACTICE MODEL PURPOSE Leadership Accountability Engagement
Time to practice
Purpose: Function, Rationale, Implications (as individuals)
At your table – choose one and discuss leadership - Anyone can bring an idea forward (the leader does not mean they have authority – it will most likely be the person that has the most passion about the situation.– and ), accountability (to stakeholders and the team) and engagement (who has info, needs info, is impacted – who cares)
Report back on your one item
Ask room to build on it
How will we monitor evaluate that process
What will change if that decision is made
Go back to your table and talk about veto…where are the fault lines. Who are the people that need to be ok with this or it will fail (could be your accountant – could be someone who bulks at everything….how are you going to deal with that) – do you need to consult with them – give them advance warning .
Once these things are clearly understood, you have buy-in, and you have a team that is cohesive and has capacity and capabilities to move it forward the rest is process.

7. DECISION MAKING FRAMEWORK
ORGANIZATION NORMS Barriers Processes Buy-in Expectations
What are the key elements, conditions or philosophies that must be represented in a decision making framework for CPF?
BARRIERS….what’s holding you back…what iss getting in the way
Improve decision making processes? The way we communicate? Timelines for delivery?
Gain buy-in at all levels of the organization?
Other comments
EXPECTATIONS….what are your expectations of national, other partners, or the systems that support the working relationship between stakeholders.

8. THANK YOU! CARMEN WYTON carmen@ripple-enterprises.ca
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