Post on 16-Dec-2015
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DECISION MAKINGJeff Fisher
Good decisions come from experience.
Experience comes from making bad
decisions. Mark Twain
Learning Objectives Understand how decisions are
made Know the challenges to decision
making Understand your decision making
style Learn some tools to overcome
challenges
THREE VENUES FOR DECISIONS
Individual Group Public Process
When faced with a decision, ask yourself:
What am I trying to accomplish? Is this consistent with my (team or
agency) priorities/values? Is this within my area of competence? Can someone else do it better? What do my trusted friends (peers or
subordinates) say? Do I have time?
BASIC PROCESS
Influences Biases can determine
choice and even data collected
Personality affects decision making style
Emotion Age or Experience Sometimes there is not
enough data or time External pressures
LIMITING THE EFFECT OF BIASES Remind yourself of the desired out-
come or objective Recognize that we all have biases Solicit input from others-
supervisor, staff, citizen, attorney Pros & Cons for each option What is the right or best option?
DECISION MAKING STYLEDIRECTIVE
INFLUENCING
SOCIABLE
CAUTIOUS
+ Decisive by nature- Too quick to judge
+ Motivates excellence
- Vague
+ Seeks consensus- Avoids controversy
+ Detailed Analysis- Paralysis
LIMITED DATA/TIME Develop skill of approximating Develop your critical thinking skills Intuition Simple evaluation & simple solutions when
possible Develop comfort with levels of confidence Cautious personality types will seldom be
comfortable with limited data - don’t wait for them
Be resourceful- benchmarking, find the expertise or knowledge
Question all urgency
CREATIVITY & DECISION MAKING
Creativity can expand options to consider
Decision Making narrows options to consider
TOOLS FOR CREATIVITY
If you are not naturally creative, that’s ok…find someone that is and ask them even if it is a subordinate
Brainstorming- more than just you Literature & Benchmarking
INFLUENCING THE DECISION
Focus on answering this question: Who decides?
Construct the framework- be the expert when needed
Be holistic when possible- consider others or broader issues
Pick the battlefield on which you have the advantage
Include stakeholders Ask questions that influence and
direct
ExerciseGroups of 5
The City has not given raises for 3 years. The new mayor has given staff the directive to determine the best strategy to give all employees a raise of 2.5%. However, he also says the reserves cannot go below
15% and they are currently at 15.1% that means there is only about 1/3 of the money required. Healthcare is going up by 12%. Layoffs were
implemented 2 years ago. Training is at its lowest levels and there are critical equipment purchases that need to be made. You are the City Manager.
What will the decision process look like and what will be your strategy to make the raises happen?
Make wise decisions based on best information
available, best resources, intuition, that are in line
with your values, and in a timely manner
Pause – Crawl – Walk – Run