1. E FFECTIVE D ECISION - MAKING : T HE P OWER TO A CCOMPLISH Susan Stevenson, Ed.D. SACRAO February 5, 2013

2. A GENDA Introduction to Decision-making Relevance to Higher Education You as a Decision-maker Steps in an Actual Decision-making Process Approaches to Decision-making Future Applications

3. I NTRODUCTION TO D ECISION - MAKING Decision-making is a process of making choices (sometimes formal, sometimes not.) Decisions of all types and magnitudes shape and form our lives and our organizations. Decision-making is a process (some decisions take much time; others are made quickly.) Decisions may involve input from others; others are made by oneself.

4. W E CONSTANTLY MAKE DECISIONS – SOME AUTOMATICALLY ! Think about and list the decisions that you have made, thus far today. Which of these decisions involved others and which ones were made only by you? Which of the decisions involved a process, and which ones were made automatically?

5. R ELEVANCE TO H IGHER E DUCATION All academic leaders are decision-makers at many levels. Decisions that are required of academic leaders become more complex as responsibilities increase and as the institution grows. Unfortunately, some decisions must be made quickly, without adequate time for deliberation.

6. Y OU AS A D ECISION - MAKER Decision-making Styles (Developed by Harvey F. Silver and J. Robert Hanson and adapted for the Georgia Department of Education) The sequential decision-maker – Needs lots of specific information; the details of what’s being asked; instructions on the best way of doing things; evidence that particular procedures work best; May ask: What are the steps? Who’s done this before? How do I know if I’m right? Where are the directions? What is the end result supposed to look like?

7. D ECISION - MAKING S TYLES ( CONT ) The logical decision-maker – Wants the specifics – but moreover, the reasons, defensible positions, and a clear understanding of the possible results of the different choices; Chooses to exercise objective and critical judgment so that decisions are not made based on personal feelings; May ask: Have we examined all the possibilities? Have we correctly defined the problem? Can we defend our choices based on the analysis of the data?

8. D ECISION - MAKING S TYLES ( CONT ) The global decision-maker – Wants to explore all the possibilities, including what exists as well as that which can be imagined; Needs specifics, but more important is the feeling of “fit”; Tends to be more inclusive and focus on what’s good for everyone; May ask: Isn’t there a better way? Have we explored all the possibilities? How can we visualize this?

9. D ECISION - MAKING S TYLES ( CONT ) The personable decision-maker – Needs lot of specific information and the sharing of other people’s experiences BUT most importantly, needs to explore his/her own and others’ feelings about the decision at hand; Wants the process to be collegial, cooperative, and sensitive to individuals’ needs; Needs to talk extensively to ensure that each person’s point of view has been expressed and heard; May ask: How do I feel about what I am doing? Is this a good decision for me as well as for others? Will this decision be difficult for others to understand and accept?

10. D ECISION - MAKING IN H IERARCHICAL O RGANIZATIONS Top-level Mid-level Lower-level

11. S TEPS IN THE P ROCESS Define the problem. Generate and evaluate alternatives. Select an alternative. Implement the alternative. Monitor the results.

12. A PPROACHES TO D ECISION - MAKING Rational Trial and Error Coalition Cost Benefit Analysis

13. R ATIONAL Useful when there is agreement about the problem and how to address the problem Bounded rationality – alternatives will be limited to those with which decision-makers are familiar. Caution – decision-makers could have insufficient information.

14. T RIAL AND E RROR A PPROACH Approach is useful when there is agreement on the issue but disagreement on the methods to resolve the issue. Different options may be tried until a workable solution is found.

15. C OALITION A PPROACH Approach is useful when there is disagreement on issue but agreement on methods to resolve the issue Approach is popular when there are multiple, conflicting goals; competition for resources; and other sources of conflict. Usually, those with the most powerful positions tend to dominate the process.

16. C OST -B ENEFIT A NALYSIS A very popular way to evaluate a situation. This approach involves determining how much benefit will be derived from a particular solution in comparison to the cost of the solution.

17. I N S UMMARY … In addition to all of our usual responsibilities, many of us are may find ourselves in the position of “crisis manager.” Decision-making is the pinnacle of crisis management. Decision-making is a skill that we can change – if we wish to improve on the way in which we make decisions or guide the decision-making strategies of others.

18. R EFERENCES Organization Theory: Modern, Symbolic, and Postmodern Perspectives (1997) by Mary Jo Hatch “My Decision-making Style”, Harvey F. Silver and J. Robert Hanson; Adapted for the Georgia Department of Education; October 23, 2003; Kathy Cox, State Superintendent of Schools; (my.ilstu.edu/~kawalst/DecisionMakingStyleInventory.pdf)