HCLA – Session Five Effective Decision Making: The Science & the Art

1. HCLA – Session Five Effective Decision Making:The Science & the Art WORKBOOK Fisher Consulting Group, LLC & Moffet Consulting

2. Not a Dress Rehearsal: Looking Back: One Effective Decision Made Looking Back: One Ineffective Decision Made Looking Forward: One Decision You Must Make in the Near Future Fisher Consulting Group, LLC & Moffet Consulting

3. Fully Defining the Problem “If one does not know to which port one is sailing, no wind is favorable.” Seneca Fisher Consulting Group, LLC & Moffet Consulting

4. A Decision Making Process: What is the issue at hand? What is the “root cause” of this issue? “If one does not know to which port one is sailing, no wind is favorable.” - Seneca Step One Fully define the problem – and the decision that must be made. So.. The problem is.. (state the problem) Why is a “decision” necessary? Fisher Consulting Group, LLC & Moffet Consulting

5. Influencers What are we “honoring” in this decision? Fisher Consulting Group, LLC & Moffet Consulting

6. Influencers:What Influences Our Decision Making? (Both consciously & unconsciously…) • OTHER? “Make decisions from the heart & use your head to make it work out.” - Sir Girad Perceived Urgency or Importance Desired Results Values (Espoused vs. Enacted) Politics Fisher Consulting Group, LLC & Moffet Consulting

7. OPTIONS & METHODS “Avoidance rarely breeds success”-Unknown Fisher Consulting Group, LLC & Moffet Consulting

8. Delegation • Command • Consensus • Consultation OPTIONS & METHODS:Choosing the right approach for the challenge Fisher Consulting Group, LLC & Moffet Consulting

9. Options & Methods: Step by Step Fisher Consulting Group, LLC & Moffet Consulting

11. Defining Potential Solutions & Consequences Fisher Consulting Group, LLC & Moffet Consulting

12. Defining Potential Solutions & Consequences:mapping alternatives & recognizing the ripple effect Brainstorm Possible Solutions(including NOT making a decision) 1 Brainstorm Consequences of this Solution 2 Define Ripple Effects 3 Fisher Consulting Group, LLC & Moffet Consulting

14. Why do people fail to act on decisions? One thing all leaders have in common… Followers. Turn around. Is anyone behind you? Fisher Consulting Group, LLC & Moffet Consulting

15. Model of Aligned Action … Before there can be “commitment” and “action,” there must be a clear understanding of the “implications” for each affected individual, team and department Information Understanding Implications (personal /professional) Commitment Aligned Action Fisher Consulting Group, LLC & Moffet Consulting

16. Where is the “We” in the decision? People will often support and act on a decision when it is “wired” to a higher purpose. Group B Group A We Fisher Consulting Group, LLC & Moffet Consulting

17. RACI CHARTING Moving from decision to action (getting the right people involved) Fisher Consulting Group, LLC & Moffet Consulting

18. Decision Making Traps: Potholes along the Way “What you decide is not nearly so important as how you go about doing so…” - Michael McNally Fisher Consulting Group, LLC & Moffet Consulting

19. Going to Abilene As you watch this film, answer the following questions: What key points are made about decision making? What did they “honor” in their decision? What influenced them to go to Abilene? What were the consequences of going to Abilene? When have we, in our organization, ventured to Abilene? What were the consequences when we went there? What held us back from making the right decision? How might we avoid the trip in the future? Fisher Consulting Group, LLC & Moffet Consulting

20. Don’t go to Abilene… No guts… No tenure. Avoid looking for the scapegoat - assigning blame is irrelevant and destructive By the time the decision creates a problem, we are all to blame and we are all victims… We all conspired to bring about the bad decision Break the grip of the “agreement conspiracy”… we all have a choice and are responsible for confronting “the elephants in the room” Calculate the risk of taking action vs. taking NO ACTION at all Allow dialogue and even confrontation in group settings - own up to your viewpoints Be willing to “commit” - even if you don’t agree Be willing to “trust” - even if your habit is to do otherwise. Fisher Consulting Group, LLC & Moffet Consulting

21. The “Decision Making Culture”within our organizations... Does our culture promote or hinder “good” decision making? Do we take time to identify the true problem? Do we look for a “savior” that will somehow make it “right”? Do we then slay the “savior” - and turn him/her into “satan”? Do we resist a decision that has been made by someone else - simply because we don’t understand or trust the person? Do we allow others to make decisions - and trust they will do the right thing? Do we “agree” because we fear for our jobs - even if we know it’s not the right thing for the success of the company? Fisher Consulting Group, LLC & Moffet Consulting

22. The “Decision Making Culture”within our organizations... Does our culture promote or hinder “good” decision making? Do we get bogged down in “over-participation?” Why? Are we willing to compromise? Are people learning to think and make their own decisions? Do people take risks - or wait until told what to do? Do people’s suggestions help resolve problems or merely identify and point a finger at the problem? Are we making this all harder than it has to be? Fisher Consulting Group, LLC & Moffet Consulting

23. Putting it all Together… Decision Making Model Fisher Consulting Group, LLC & Moffet Consulting

24. A Decision Making Process Fully define the problem - and the decision that must be made. Choose the best decision-making option or method Consider potential solutions – and consequences & ripple effect for each Move to action Make the decision Measure & reflect Fisher Consulting Group, LLC & Moffet Consulting

25. A Decision Making Process: “If one does not know to which port one is sailing, no wind is favorable.” - Seneca STEP ONE! Fully define the problem - and the decision that must be made. What is the issue at hand? What is the “root cause” of this issue? So… the problem is… (state the problem) Why is a “decision” necessary? What “values” must we honor in this decision-making process? What other “influences” will likely affect our decision making process? What “decision” must ultimately be made? Fisher Consulting Group, LLC & Moffet Consulting

26. Command? • Consensus? • Delegate? • Consultative? A Decision Making Process STEP TWO! Choose the best decision-making option or method Fisher Consulting Group, LLC & Moffet Consulting

27. A Decision Making Process STEP THREE: Consider potential solutions – and consequences & ripple effect for each Using whichever option or method you chose from the previous page… Brainstorm possible solutions Define consequences for each solution Define ripple effect for each consequence Cross check with an outside observer for “reality check” Fisher Consulting Group, LLC & Moffet Consulting

28. A Decision Making Process “Avoidance rarely breeds success” - Unknown STEP FOUR! Make Decision Decide on“success criteria” (measures of success) Make the decision Fisher Consulting Group, LLC & Moffet Consulting

29. A Decision Making Process “When you come to a fork in the road, take it” - Yogi Berra STEPS FIVE! Move to Action Use RACI chart to define level of involvement Define communication plan Communicate decision - along with success criteria Support affected parties in defining the specific “implications” of the decision - so that they can then commit to action Define what resources are needed Continue dialogue with all affected parties to ensure commitment, action - and monitoring of learning's Fisher Consulting Group, LLC & Moffet Consulting

30. A Decision Making Process STEP SIX! Measure & Reflect Measure frequently If the success criteria is missed, why? Continue dialogue about “what is working” and “what isn’t” Capture what you are learning and talk about it widely Take time to discuss “what will we do differently next time?” Be willing to go back and reexamine decision - but only after enough time passes to determine if the decision is a good one Fisher Consulting Group, LLC & Moffet Consulting

31. HCE Academy: Let’s Stay Connected! www.holycrossenergyleadershipacademy.comlogin = hceacademypw = hce2013Caroline Fisher Chris Moffet970-390-9420 970-471-4474caroline@fisherconsultinggroup.comchris@moffetconsulting.com Fisher Consulting Group and Moffet Consulting 2014