Working collaboratively toward effective decision making
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Working Collaboratively Toward Effective Decision-making. Frances D. Butterfoss, PhD, MSEd James M. Krieger, MD, MPH Michael P. Rosenthal, MD. Democracy. “It’s not perfect, but it’s the best way for 280 million people to make a decision.”. Process of Building Governance.

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Working Collaboratively Toward Effective Decision-making

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Working collaboratively toward effective decision making

Working Collaboratively Toward Effective Decision-making

Frances D. Butterfoss, PhD, MSEd

James M. Krieger, MD, MPH

Michael P. Rosenthal, MD


Democracy

Democracy

“It’s not perfect, but it’s the best way for 280 million people to make a decision.”


Process of building governance

Process of Building Governance

  • Develop mission & goals

  • Integrate ideas from many stakeholders

  • Transition from networking to engaging, involving & empowering partners

  • Qualitative analyses may provide insight into process


Continuum of decision making power

Continuum of Decision-making Power

ADVICE ➨ CONTROL

Coalition develops ➨Coalition itself

recommendations, buthas final decision-

other organization(s)making power

has final say

Wandersman, 1981


Shared formalized decision making in coalitions

Shared & Formalized Decision-making in Coalitions

  • Creates positive coalition environment

  • Ensures that member benefits outweigh costs

  • Encourages pooling of resources

  • Increases member engagement(commitment

    to mission & goals, participation in activities, satisfaction with coalition work)

  • Makes effective assessment & planning more likely

    Butterfoss & Kegler, 2002


Models of decision making in coalitions

Models of Decision-making in Coalitions

  • Steering Committee, coalition chair or lead agency decides

  • Voting or majority rule (2/3 rule)

  • Consensus

  • Combination of models depending on issue


Rapid decision making models

Rapid Decision-making Models

  • Steering Committee (coalition & committee chairs & key at-large organization members)

    decides

  • Steering Committee gets input from members via email then decides

  • Staff decides with input from key leaders & organizations

  • Action alert vote is sent via email to members


Allies against asthma decision making models

Allies Against Asthma Decision- making Models

CSAS

N=294

C


Decision making process

Decision-making Process

CSAS

N=294


Level of comfort with decision making process

Level of Comfort with Decision-making Process

CSAS

N=294


Power in decision making

Power in Decision-making

CSAS

N=294


Power in decision making1

Power in Decision-making

* Significantly associated with:

  • Positive opinion about leadership

  • Agreement with coalition vision

  • Reporting more benefits of participation

  • Higher degrees of support and trust

    * p=< .01


Difficult or controversial decisions

Difficult or Controversial Decisions

CSAS

N=294


Examples of difficult or controversial decisions

Examples of Difficult or Controversial Decisions

  • Decisions about mission, goals & objectives

    • Transition from asthma campaign to asthma management & research focus

  • Decisions who gets resources & recognition

    • Referring & coordinating requests for patient education & home assessments fairly among partners

  • Decisions about power, prestige & influence

    • Competition for election to coalition office

  • Decisions about funding opportunities/grants

    • Competition for who leads, who shares


Level of conflict expected

Level of Conflict Expected

CSAS

N=294


Resolving conflict

Resolving Conflict

CSAS

N=294


Summary

Summary

  • Decision-making in coalitions can be potential source of conflict

  • Decision-making must be managed in standard, fair & timely manner

  • Comfort with decision-making leads to member satisfaction, commitment & participation

  • Coalitions that practice good decision-making are more likely to be effective & sustained


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