Decision-MakingDecision-Making SITNASITNA““SiSituation tuation TThat hat NNeeds eeds AAttention”ttention” Phrase and term coined by John JonesPhrase and term coined by John JonesReframing a problem as a SITNA helps remove Reframing a problem as a SITNA helps remove

the negative connotation we place on ‘problems’the negative connotation we place on ‘problems’– ComplaintComplaint– ChallengeChallenge– Improvement NeedImprovement Need– OpportunityOpportunity– Performance GapPerformance Gap

What ever the term…What ever the term…

Problem SolvingProblem Solvingis one type ofis one type of

Decision MakingDecision Making

Blanchard and Gottry point out…Blanchard and Gottry point out…

We have four categories of daily activities We have four categories of daily activities we facewe face– Things we Things we wantwant to do and to do and havehave to do to do– Things we Things we havehave to do but to do but don’t wantdon’t want to do to do– Things we Things we wantwant to do but to do but don’t havedon’t have to do to do– Things we Things we don’t wantdon’t want to do and to do and don’t havedon’t have

to doto do

Prioritizing ActivitiesPrioritizing Activities

YESYESWant to doWant to do

andandhave to dohave to do

Have to doHave to dobutbut

don’t want to dodon’t want to do

MAYBEMAYBEWant to doWant to do

butbut

don’t have to dodon’t have to do

NONODon’t want to doDon’t want to do

andanddon’t have to dodon’t have to do

Personal Decision MakingPersonal Decision Making

Time Management vs. Life ManagementTime Management vs. Life Management Time management is a decision making processTime management is a decision making process Effective personal decision making requires Effective personal decision making requires

effective time managementeffective time management However, efficient scheduling and control of time However, efficient scheduling and control of time

can be counterproductivecan be counterproductive

Covey’s phrase is:Covey’s phrase is:““Organize and execute around priorities”Organize and execute around priorities”

Personal Decision MakingPersonal Decision Making An “efficiency focus” may limit the:An “efficiency focus” may limit the:

– Development of rich relationshipsDevelopment of rich relationships– Our ability to enjoy the momentOur ability to enjoy the moment

If we organize and execute around priorities, the If we organize and execute around priorities, the focus is:focus is:– Preserving and enhancing relationshipsPreserving and enhancing relationships– Accomplishing resultsAccomplishing results

Life management is decision makingLife management is decision making Life management is managing ourselvesLife management is managing ourselves

Time Management MatrixTime Management Matrix Importance of personal vision or mission Importance of personal vision or mission

and personal goalsand personal goals Covey’s time management matrix helps to Covey’s time management matrix helps to

understand how to manage ourselves and understand how to manage ourselves and our livesour lives

His concepts are: Urgent & ImportantHis concepts are: Urgent & Important– Urgent means “Now!”Urgent means “Now!”– Important relates to resultsImportant relates to results

Goal is to be a “Quadrant II” personGoal is to be a “Quadrant II” person

Time Management MatrixTime Management MatrixI. I. Urgent/ImportantUrgent/ImportantCrisesCrisesPressing issues & problemsPressing issues & problemsDeadline-driven projectsDeadline-driven projects

II. II. Not Urgent/ImportantNot Urgent/ImportantPreventionPreventionRelationship building Relationship building PlanningPlanningRecreation (worthwhile)Recreation (worthwhile)

III. III. Urgent/Not ImportantUrgent/Not ImportantInterruptionsInterruptionsSome mail and phone callsSome mail and phone callsSome meetingsSome meetingsProximate, pressing issuesProximate, pressing issues

IV. IV. Not Urgent/Not ImportantNot Urgent/Not ImportantTrivia & busy workTrivia & busy workSome mail and phone callsSome mail and phone callsTime wastersTime wastersPleasant activit iesPleasant activit ies

Moving from Individual to TeamMoving from Individual to Team Teams are composed of individualsTeams are composed of individuals Some individuals are hardySome individuals are hardy

– ResilientResilient– See problems as challenges and See problems as challenges and

opportunities opportunities Some individuals demonstrate self-Some individuals demonstrate self-

efficacy efficacy Who are you?Who are you? On a fully-functioning team, most, if not all, On a fully-functioning team, most, if not all,

individuals demonstrate these traitsindividuals demonstrate these traits

A Fully Functioning Team will…A Fully Functioning Team will… Work together successfullyWork together successfully Solve problems and reach decisions in a Solve problems and reach decisions in a

way that incorporates individual inputway that incorporates individual input MayMay reach decisions through consensus reach decisions through consensus Adapt to changeAdapt to change Achieve or exceed desired resultsAchieve or exceed desired results

Teams & Decision MakingTeams & Decision Making A team has a purposeA team has a purpose

– A vision of where it is headingA vision of where it is heading– A picture of the desired resultsA picture of the desired results– The question is, “Which path do The question is, “Which path do wewe take?” take?”

Decision making is the art of choosing and Decision making is the art of choosing and implementing a solution to a identifiable implementing a solution to a identifiable SITNASITNA

Without vision and without decision Without vision and without decision making, there is no need for leadership making, there is no need for leadership (Thomas Harvey)(Thomas Harvey)

Writing Time!Writing Time! Please print you name and “lunch” or Please print you name and “lunch” or

“dinner” at the top of an 3x5 card“dinner” at the top of an 3x5 card Think about a decision you recently Think about a decision you recently

reached while part of a teamreached while part of a team Draw a diagram or list the steps showing Draw a diagram or list the steps showing

the process and briefly explain each stepthe process and briefly explain each step I will ask a few of you to share your I will ask a few of you to share your

decision-making stepsdecision-making steps

Types of DecisionsTypes of Decisions CommandCommand

– Urgent / ImportantUrgent / Important ConvenienceConvenience

– Not Important / Not UrgentNot Important / Not Urgent ConsultationConsultation

– Not Urgent or Urgent / ImportantNot Urgent or Urgent / Important ConsensusConsensus

– Not Urgent / ImportantNot Urgent / Important

Team ConsensusTeam Consensus With both Consultation and Consensus, let With both Consultation and Consensus, let

people know up front what their thoughts people know up front what their thoughts will be used forwill be used for

Not Urgent / ImportantNot Urgent / Important Keys for Consensus:Keys for Consensus:

– Everyone understands the issueEveryone understands the issue– Everyone expresses an opinionEveryone expresses an opinion– Everyone can live with the decisionEveryone can live with the decision

Practical Decision-MakingPractical Decision-Making For Consensus Decision MakingFor Consensus Decision Making Six StepsSix Steps

– Mind-setMind-set– Problem definitionProblem definition– Solution criteriaSolution criteria– Possible solutionsPossible solutions– Solution choiceSolution choice– ImplementImplement

Step 1: Mind-SetStep 1: Mind-Set Talk, don’t solve – create a safe environmentTalk, don’t solve – create a safe environment SITNA – Thinking and discussing the problemSITNA – Thinking and discussing the problem

– What resources will be needed?What resources will be needed? Organizational context (circumstances and Organizational context (circumstances and

setting)setting)– Vision, values, organizational direction, toxicityVision, values, organizational direction, toxicity– How will it affect the organization?How will it affect the organization?

People contextPeople context– How do people feel and what positions are evident?How do people feel and what positions are evident?– Is the problem political?Is the problem political?

Decision making contextDecision making context– What type of decision making is needed?What type of decision making is needed?– The “givens” – resources, legal, and other parametersThe “givens” – resources, legal, and other parameters

Step 2: Problem DefinitionStep 2: Problem Definition If the problem is clear, this step is shortIf the problem is clear, this step is short New ventureNew venture

– A choice (non-reactive); new vision and goalsA choice (non-reactive); new vision and goals Short fallShort fall

– Existing Condition < GAP > Desired ConditionExisting Condition < GAP > Desired Condition– Why? & Causes?Why? & Causes?

ImprovementImprovement– Existing Condition < GAP > New ExpectationsExisting Condition < GAP > New Expectations– New processes neededNew processes needed

OpportunityOpportunity– Why is it an opportunity?Why is it an opportunity?

Step 3: Solution CriteriaStep 3: Solution Criteria Criterion examplesCriterion examples

– 100% consensus100% consensus– It will not cost more than $XXXIt will not cost more than $XXX

NeedsNeeds Must have to reach a decision Must have to reach a decision (Must)(Must)

WantsWants It would help to have these It would help to have these (Should)(Should)

Nice, too!Nice, too! A perk, but not required (Bonus)A perk, but not required (Bonus) This step is critical to help remove emotion and This step is critical to help remove emotion and

politicspolitics It also helps focus possible solutionsIt also helps focus possible solutions

Step 4: Possible SolutionsStep 4: Possible Solutions Generate ideasGenerate ideas

– If natural solutions are 3 (A, B, C), then generate 2½ If natural solutions are 3 (A, B, C), then generate 2½ times as many (at least 8 in this example)times as many (at least 8 in this example)

– Some may be silly, but beyond silly is genius! Some may be silly, but beyond silly is genius! (Harvey)(Harvey) ClarifyClarify

– In the first step, get the ideas out; then clarifyIn the first step, get the ideas out; then clarify CombineCombine

– Some ideas may be combined to enhance the optionSome ideas may be combined to enhance the option DocumentDocument

– Generate a list of possible solutions in their final formGenerate a list of possible solutions in their final form

Step 5: Solution ChoiceStep 5: Solution Choice Compare all possible solutions with the Compare all possible solutions with the

Solution Criteria generated in Step 3Solution Criteria generated in Step 3 What is the best solution?What is the best solution? It is the one that satisfies all needs, the It is the one that satisfies all needs, the

most wants, and it may have some “nice, most wants, and it may have some “nice, too’s” too’s”

Has the least negative consequencesHas the least negative consequences Reach consensus with the teamReach consensus with the team

Step 6: ImplementStep 6: Implement Action planAction plan Do itDo it InspectInspect

Structuring Team MeetingsStructuring Team Meetings Get the Doyle & Straus book!Get the Doyle & Straus book! Have normsHave norms Have a proper agendaHave a proper agenda Have assigned responsibilities:Have assigned responsibilities:

– Facilitator, Recorder, Timekeeper, Process Observer, Facilitator, Recorder, Timekeeper, Process Observer, and maybe a Facilities/Materials Person and a Snack and maybe a Facilities/Materials Person and a Snack ProviderProvider

Rotate responsibilities - Why?Rotate responsibilities - Why? Report using a “Group Memo” rather than Report using a “Group Memo” rather than

minutesminutes Use formal “structuring devices”Use formal “structuring devices”

Use of Structuring DevicesUse of Structuring Devices Techniques to help individualsTechniques to help individuals

– Understand the issueUnderstand the issue– Offer their thoughts and opinionsOffer their thoughts and opinions– Reduce emotion, stress, and politicsReduce emotion, stress, and politics– Stay on track, on time, and move toward decisionStay on track, on time, and move toward decision

Techniques for ordering how people decide Techniques for ordering how people decide thingsthings

They structure behaviorThey structure behavior Each step in the decision making model has a Each step in the decision making model has a

menu of structuring devices from which to menu of structuring devices from which to choosechoose

““We don’t have enough We don’t have enough time to do it right, but we time to do it right, but we always have time to do it always have time to do it

over.”over.”- Author Unknown- Author Unknown