Some Thoughts on Decision-making at CARE. Deciding how to decide: critical questions. What is the scope and impact of the decision: Who is affected (the entire organization, all PPLA, or only some units)? Is the decision strategic, tactical or operational?
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Deciding how to decide: critical questions • What is the scope and impact of the decision: • Who is affected (the entire organization, all PPLA, or only some units)? • Is the decision strategic, tactical or operational? • How significant will the results of the decision be (could it result in major restructuring, layoffs, change in relationship with external partners, etc.)? • What information is needed to inform the decision and where does it reside? • Who will be charged with implementing the decision? • How soon is a decision needed?
Broad participation desirable • Broad scope and impact of decision • Information resides across organization • Values of organization dictate • Feasible and time available • Buy-in important for successful implementation Cautions: No evidence participation per se produces better decisions—need well-facilitated, effective process Conflict may surface, resentment may linger
Collaborative decision rules • Consensus: Mutual agreement. Everyone’s legitimate concerns satisfactorily addressed • Consultative: Decision made after process of consultation. Level of agreement variable.
Every decision needs a leader • Asking people to participate in a decision is powerful, but it can turn to disillusionment if it isn’t implemented. The decision leader is the person or persons who will ensure that the decision is supported logistically, financially and politically. • The leader or the persons to whom they delegate the process is responsible for deciding what “decision rule” will be used to make the decision, i.e. will the process be collaborative and what degree of agreement required for conclusion? • The decision rule will depend on the answers to the critical questions, i.e. if the decision has broad scope and significant impact, and will need to be understood and implemented across the organization, the sponsor will likely determine that broad participation in the process is required.
Z Critical Steps in the Decision-Making Process Clearly define the problem Gather the facts Brainstorm options Evaluate options Consider relationships
Ensuring successful implementation: clarity • Once the decision is made, the leader should communicate clearly the following: • Who is responsible for clarifying and explaining the decision? • Who has the authority to confirm that actions proposed or taken by those charged with implementation are consistent with the decision? • Who has the authority to evaluate new information and modify or change the decision? • Will the impact of the decision be evaluated at some point and if so how, when, and by whom? • What new conditions or information, if any, will prompt a re-examination of the decision?