1. Decision-Making HRT 382

2. Thank You! Thomas R. Harvey, William L. Bearley, and Sharon M. Corkrum, authors of The Practical Decision Maker: a Handbook for Decision Making and Problem Solving in Organizations Thomas R. Harvey, William L. Bearley, and Sharon M. Corkrum, authors of The Practical Decision Maker: a Handbook for Decision Making and Problem Solving in Organizations Thomas R. Harvey, presenter on Decision Making (ULV, Fall 2001) Thomas R. Harvey, presenter on Decision Making (ULV, Fall 2001) Michael Doyle and David Straus, authors of How to Make Meetings Work Michael Doyle and David Straus, authors of How to Make Meetings Work Stephen R. Covey, author of The 7 Habits of Highly Effective People Stephen R. Covey, author of The 7 Habits of Highly Effective People Ken Blanchard and Steve Gottry, authors of The On-Time, On-Target Manager Ken Blanchard and Steve Gottry, authors of The On-Time, On-Target Manager

3. SITNA “Situation That Needs Attention” “Situation That Needs Attention” Phrase and term coined by John Jones Phrase and term coined by John Jones Reframing a problem as a SITNA helps remove the negative connotation we place on ‘problems’ Reframing a problem as a SITNA helps remove the negative connotation we place on ‘problems’ –Complaint –Challenge –Improvement Need –Opportunity –Performance Gap

4. What ever the term… Problem Solving is one type of Decision Making

5. Blanchard and Gottry point out… We have four categories of daily activities we face We have four categories of daily activities we face –Things we want to do and have to do –Things we have to do but don’t want to do –Things we want to do but don’t have to do –Things we don’t want to do and don’t have to do

6. Prioritizing Activities YES Want to do and have to do Have to do but don’t want to do MAYBE Want to do but don’t have to do NO Don’t want to do and don’t have to do

7. Personal Decision Making Time Management vs. Life Management Time Management vs. Life Management Time management is a decision making process Time management is a decision making process Effective personal decision making requires effective time management Effective personal decision making requires effective time management However, efficient scheduling and control of time can be counterproductive However, efficient scheduling and control of time can be counterproductive Covey’s phrase is: Covey’s phrase is: “Organize and execute around priorities”

8. Personal Decision Making An “efficiency focus” may limit the: An “efficiency focus” may limit the: –Development of rich relationships –Our ability to enjoy the moment If we organize and execute around priorities, the focus is: If we organize and execute around priorities, the focus is: –Preserving and enhancing relationships –Accomplishing results Life management is decision making Life management is decision making Life management is managing ourselves Life management is managing ourselves

9. Time Management Matrix Importance of personal vision or mission and personal goals Importance of personal vision or mission and personal goals Covey’s time management matrix helps to understand how to manage ourselves and our lives Covey’s time management matrix helps to understand how to manage ourselves and our lives His concepts are: Urgent & Important His concepts are: Urgent & Important –Urgent means “Now!” –Important relates to results Goal is to be a “Quadrant II” person Goal is to be a “Quadrant II” person

10. Time Management Matrix I. Urgent/Important Crises Crises Pressing issues & problems Pressing issues & problems Deadline-driven projects Deadline-driven projects II. Not Urgent/Important Prevention Prevention Relationship building Relationship building Planning Planning Recreation (worthwhile) Recreation (worthwhile) III. Urgent/Not Important Interruptions Interruptions Some mail and phone calls Some mail and phone calls Some meetings Some meetings Proximate, pressing issues Proximate, pressing issues IV. Not Urgent/Not Important Trivia & busy work Trivia & busy work Some mail and phone calls Some mail and phone calls Time wasters Time wasters Pleasant activities Pleasant activities

11. Moving from Individual to Team Teams are composed of individuals Teams are composed of individuals Some individuals are hardy Some individuals are hardy –Resilient –See problems as challenges and opportunities Some individuals demonstrate self-efficacy Some individuals demonstrate self-efficacy Who are you? Who are you? On a fully-functioning team, most, if not all, individuals demonstrate these traits On a fully-functioning team, most, if not all, individuals demonstrate these traits

12. A Fully Functioning Team will… Work together successfully Work together successfully Solve problems and reach decisions in a way that incorporates individual input Solve problems and reach decisions in a way that incorporates individual input May reach decisions through consensus May reach decisions through consensus Adapt to change Adapt to change Achieve or exceed desired results Achieve or exceed desired results

13. Teams & Decision Making A team has a purpose A team has a purpose –A vision of where it is heading –A picture of the desired results –The question is, “Which path do we take?” Decision making is the art of choosing and implementing a solution to a identifiable SITNA Decision making is the art of choosing and implementing a solution to a identifiable SITNA Without vision and without decision making, there is no need for leadership (Thomas Harvey) Without vision and without decision making, there is no need for leadership (Thomas Harvey)

14. Writing Time! Please print you name and “lunch” or “dinner” at the top of an 3x5 card Please print you name and “lunch” or “dinner” at the top of an 3x5 card Think about a decision you recently reached while part of a team Think about a decision you recently reached while part of a team Draw a diagram or list the steps showing the process and briefly explain each step Draw a diagram or list the steps showing the process and briefly explain each step I will ask a few of you to share your decision-making steps I will ask a few of you to share your decision-making steps

15. Types of Decisions Command Command –Urgent / Important Convenience Convenience –Not Important / Not Urgent Consultation Consultation –Not Urgent or Urgent / Important Consensus Consensus –Not Urgent / Important

16. Team Consensus With both Consultation and Consensus, let people know up front what their thoughts will be used for With both Consultation and Consensus, let people know up front what their thoughts will be used for Not Urgent / Important Not Urgent / Important Keys for Consensus: Keys for Consensus: –Everyone understands the issue –Everyone expresses an opinion –Everyone can live with the decision

17. Practical Decision-Making For Consensus Decision Making For Consensus Decision Making Six Steps Six Steps –Mind-set –Problem definition –Solution criteria –Possible solutions –Solution choice –Implement

18. Step 1: Mind-Set Talk, don’t solve – create a safe environment Talk, don’t solve – create a safe environment SITNA – Thinking and discussing the problem SITNA – Thinking and discussing the problem –What resources will be needed? Organizational context (circumstances and setting) Organizational context (circumstances and setting) –Vision, values, organizational direction, toxicity –How will it affect the organization? People context People context –How do people feel and what positions are evident? –Is the problem political? Decision making context Decision making context –What type of decision making is needed? –The “givens” – resources, legal, and other parameters

19. Step 2: Problem Definition If the problem is clear, this step is short If the problem is clear, this step is short New venture New venture –A choice (non-reactive); new vision and goals Short fall Short fall –Existing Condition Desired Condition –Why? & Causes? Improvement Improvement –Existing Condition New Expectations –New processes needed Opportunity Opportunity –Why is it an opportunity?

20. Step 3: Solution Criteria Criterion examples Criterion examples –100% consensus –It will not cost more than $XXX NeedsMust have to reach a decision (Must) NeedsMust have to reach a decision (Must) WantsIt would help to have these (Should) WantsIt would help to have these (Should) Nice, too!A perk, but not required (Bonus) Nice, too!A perk, but not required (Bonus) This step is critical to help remove emotion and politics This step is critical to help remove emotion and politics It also helps focus possible solutions It also helps focus possible solutions

21. Step 4: Possible Solutions Generate ideas Generate ideas –If natural solutions are 3 (A, B, C), then generate 2½ times as many (at least 8 in this example) –Some may be silly, but beyond silly is genius! (Harvey) Clarify Clarify –In the first step, get the ideas out; then clarify Combine Combine –Some ideas may be combined to enhance the option Document Document –Generate a list of possible solutions in their final form

22. Step 5: Solution Choice Compare all possible solutions with the Solution Criteria generated in Step 3 Compare all possible solutions with the Solution Criteria generated in Step 3 What is the best solution? What is the best solution? It is the one that satisfies all needs, the most wants, and it may have some “nice, too’s” It is the one that satisfies all needs, the most wants, and it may have some “nice, too’s” Has the least negative consequences Has the least negative consequences Reach consensus with the team Reach consensus with the team

23. Step 6: Implement Action plan Action plan Do it Do it Inspect Inspect

24. Structuring Team Meetings Get the Doyle & Straus book! Get the Doyle & Straus book! Have norms Have norms Have a proper agenda Have a proper agenda Have assigned responsibilities: Have assigned responsibilities: –Facilitator, Recorder, Timekeeper, Process Observer, and maybe a Facilities/Materials Person and a Snack Provider Rotate responsibilities - Why? Rotate responsibilities - Why? Report using a “Group Memo” rather than minutes Report using a “Group Memo” rather than minutes Use formal “structuring devices” Use formal “structuring devices”

25. Use of Structuring Devices Techniques to help individuals Techniques to help individuals –Understand the issue –Offer their thoughts and opinions –Reduce emotion, stress, and politics –Stay on track, on time, and move toward decision Techniques for ordering how people decide things Techniques for ordering how people decide things They structure behavior They structure behavior Each step in the decision making model has a menu of structuring devices from which to choose Each step in the decision making model has a menu of structuring devices from which to choose

26. “We don’t have enough time to do it right, but we always have time to do it over.” - Author Unknown