{"id":453185961,"count":33,"description":"

<\/a>Decision Making Approaches and Tools<\/h1>\r\nFrequently you discover that people have similar purpose, values, and criteria yet they can\u2019t agree. Why is that? Because people cannot agree because they have different priorities. For example, when choosing a new car, everyone values appearance and clean air. Yet while some prefer an aesthetically attractive appearance more than power efficiency, others may be unwilling to sacrifice their concern for carbon displacement, preferring a hybrid, even if an affordable hybrid for them looks less fashionable.\r\n\r\nSignificant business decisions are much more complex than personal vehicle decisions. These articles show you how to forge consensual decisions by developing purpose, options, and decision criteria. These articles also provides another dozen Tools<\/em> to guide you through simple, complicated, and complex decision-making for any type of group, organization, or situation.\r\n

Decision-Making Options<\/strong><\/h2>\r\nWhile there are highly elaborate forms of voting and authoritarian decisions, three forms of decision-making dominate business landscape:\r\n
    \r\n \t
  1. Authoritarian\u2014decision made by a sole source such as a person or group.<\/li>\r\n \t
  2. Voting\u2014formal or informal, voting is used when the leader is incapable or lacking the time or knowledge required to build consensus.<\/li>\r\n \t
  3. Consensus\u2014an interactive method particularly helpful when the deliverable is complicated, or an elevated level of commitment and ownership is required of the participants to yield successful results.<\/li>\r\n<\/ol>\r\n

    THREE REQUIREMENTS FOR ANY DECISION<\/h2>\r\nWhether you are deciding which new software to use, which product to develop, or which corporate acquisition will be your most valuable target, three building blocks[2]<\/sup><\/a> are required for all decisions, simple (personal) and complex (consensual).\r\n
      \r\n \t
    1. Purpose of the Object (eg, vehicle, product, or corporate acquisition)<\/li>\r\n \t
    2. Options[3]<\/sup><\/a><\/li>\r\n \t
    3. Criteria<\/li>\r\n \t
    4. Testing (optional but encouraged)<\/li>\r\n<\/ol>\r\n[2]<\/sup><\/a> I encourage a fourth activity, testing for decision quality, so that you can avoid another meeting.\r\n\r\n[3]<\/sup><\/a> Some styles call these Alternatives, but strictly speaking, in the English language, an alternative is one of two. If there are more than two, they are called options.\r\n

      <\/a>QUICK SUMMARY ON DECISION-MAKING<\/h2>\r\nIn practice, decision-making and prioritization are anything but linear. You will find yourself frequently going back and forth to fortify the purpose, add new ideas, new criteria, different criteria weights, etc. When you know WHERE you are going, it\u2019s quite easy to jump around and yet maintain control.\r\n

      Practical Reminders on Decision-making<\/h3>\r\n
        \r\n \t
      • Do not allow arguments about the Purpose.<\/em>\u00a0If my purpose is different than your purpose, the statement needs to reflect BOTH purposes, as an aggregate. We\u2019ll solve for it later.<\/li>\r\n \t
      • The statement itself is NOT technically part of the deliverable. It exists to support building consensus and quality control, to make sure that we don\u2019t forget or miss something such as some type of intended purpose without a corresponding feature in the selection.<\/li>\r\n \t
      • Be prepared to \u2018upgrade\u2019 your Tool<\/em>. If PowerBalls<\/em>\u00a0prove to be insufficient, step it up to a Decision-Matrix<\/em>\u00a0or Perceptual Map<\/em>. More is better with decision-making.<\/li>\r\n \t
      • The best use of Tools<\/em> comes from deselecting, getting groups to agree on what NOT to consider. If we eliminate everything that causes personal objections, then we have consensus. We may not have a decision, but it is much easier to make decisions after<\/u> we have consensus.<\/li>\r\n \t
      • Remember to test for decision quality. The Purpose<\/em> statement is invaluable when you parse it. Take one clause or feature or benefit at a time and determine to what extent the decision supports each. When amply supported, you have consensus, a decision, and a successful test that suggests we won\u2019t need to have another meeting on this again.<\/li>\r\n<\/ul>","link":"https:\/\/mgrush.com\/blog\/category\/meeting-agendas\/decision-making\/","name":"Decision Making","slug":"decision-making","taxonomy":"category","parent":13289,"meta":[],"yoast_head":"\nDecision Making Archives » MG RUSH Facilitation Best Practices Blog<\/title>\n<meta name=\"description\" content=\"Decision Making Tools for facilitating decisions and agreement around purpose, criteria, options, and priorities during simple and complex situations.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mgrush.com\/blog\/category\/meeting-agendas\/decision-making\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" 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