VALUES-BASED DECISION MAKING What Good Leaders Need to Know and Do
Mar 21, 2016
VALUES-BASED DECISION MAKINGWhat Good Leaders Need to Know
and Do
Introductions
Facilitators:
Joan Eden, MS
Barbara Ritchen, MA
Setting the Stage
Learning Objectives Describe a values-based decision-making
model, using a five-step process.
Identify how personal and organizational values impact, or should impact the decision-making process.
Develop a plan for ways to continue to develop their decision-making skills.
Exercise Think of a problem situation at work that
you have dealt with in the past. This issue should be one that affected others. You may or may not have been the “decider.” The decision may or may not have been
resolved successfully. With a partner, describe this problem and
the outcome. Discuss what went well and why, and what
didn’t go well and why.
Step 3
Clarify the Perspectives that We and Others Bring to the Issue
Step 1: Perspective 3 Powerful Elements
Roles we play
Life experiences
Training
Step 1: Perspective Individual culture is made up by groups
we belong to: Family, gender, faith, nationality, professions
Affects: Language Rituals Rules of behavior
FRAMING Requires a step back, a look around, and the
adjustment of point of view
When a decision-maker appreciates the range of differing viewpoints early in the process, s/he: Increases the likelihood of meaningful dialogue Begins to identify biases, prejudgments and
assumptions Notices missing perspectives
FRAMING Ask self and others in the group:
What is your initial “take” on this decision? What are we taking for granted? Do we have the necessary perspectives to
make a good decision? If not, who is missing and how should we involve them?
How can we clearly state the decision that we are responsible for making?
How should we approach this decision?
FRAMING Big, narrow or in-between, affects how we
approach the problem Helps set boundaries Too narrow - could fail to consider
important issues Takes time but increases likelihood of
good decisions Urgency has a dramatic effect on process
and outcome
How to Change Perspective
“Look through a different window”
To enhance and expand your own frame Know your own point of view Inquire about others’ perspectives Manage perspective
ExerciseWith a partner discuss the following based on the
difficult decisions that you shared earlier:
What perspectives did you personally bring to the situation or issue?
What are some of the factors (roles, experience, training, cultural groups) that you recognize contributed to your own perspectives?
What were the different perspectives of others that played a role in the decision?
Step 2
Comprehend the Range of What Matters to Others and to Us
Step 2: Understand What Matters
Talk with and listen to others in a way that opens you to be changed by what someone else says.
Decide who is affected by this decision.
Explore roles, relationships, history and experience that make abstract values, personal and immediate.
Naming What Matters Establish useful background information
by understanding context Discover what matters by naming values
Explain “big value” words or abstract statements “Quality” “Respect one another” “Be fair”
Deepen the Conversation
Through shared inquiry, respectful listening and reflection on what is said
To develop mutual understanding
To communicate things that influence you
To explore initial perspectives and values by asking “why” not just “what”
Promote Dialogue Pay attention to diverse positions “Facts” do not exist without interpretation Invite others to share the story behind
their values Look for common ground Check for the “elephant in the room”
Close The Loop
Check for accuracy and assumptions Watch the tendency to stop conversation
too soon Seek out quieter participants Assure consideration of interests of all
stakeholders
Step 3
Commit to What is Most Important to Guide the Decision
Step 3: Commit to What Matters Most
Third challenge on the road to a good decision: determining what matters most and committing to it
Often involves the painful process of choosing, not between right and wrong, but between right and right
Goal is to commit to what carries the most weight and commit to guiding values
STEP 3: Guidelines Probe for deep knowledge
Highlight competing goods
Identify guiding values
Common Pitfalls Jumping to options instead of going
deeper into the values
Fear of expressing doubt
“Groupthink”
Techniques for Honing in on Most Important Values
Keep a list, define values and relate to context at hand
Encourage transparent advocacy (from everyone)
Ask each person to identify most important value and why
Use multiple voting Look at values side by side Explore differences Change shoes
Complete Step 3 Be clear about the few, bright guiding
values that point you toward the final decision
More important than agreement is the sense that each got to advocate for the values s/he believes are most significant
Most important is the sense that everyone has been heard
Step 4
Choose a Course of Action that Aligns with the Most Important Values
Step 4: Choosing Course of ActionComing to the Crossroads
The gathering, reviewing, analyzing phase is done
The options lie ahead Time has come to choose our direction—
to walk the talk
When Top Values are Clear Next task is to generate and examine
possible options that honor these values Goal: reach a clear decision that directly
links to the most important values Encourage participants to be creative in
developing options
Methods of Generating Options Brainstorming Pros and Cons SWOT Analysis Decision Tree Combining Options Decision Matrix
Decision Matrix Criteria Wt. Option 1 Option 2
Option 3 ________________________________________Value A
_Value B ___________________________________Value C __________________________________Value D___________________________________
Recognize the Down Side Answer the following questions:
What negative or undesirable consequences are likely or possible as a result of this decision?
What do we regret about this decision?
Are there important values that this decision does not honor?
Anticipate consequences
The Ideal More than ruling out or eliminating
options
It’s moving toward or embracing something because of affinity or preference
The guiding values should pull us toward actions that fit
SHAWN’S STORY
What would you do?
Step 5
Communicate the Decision to Others
Openly and Honestly
Step 5: Communicate Transparency
We must:
State the decision clearly
Provide details in a direct, honest account
Take responsibility for the decision
Describe the values that drove the decision
Acknowledge the downside or negative impacts, including important values not honored, as well as people likely to suffer from the decision
Elements of Integrity
Transparent Coherent
Comprehensive
Elements of Communication
1. Define the decision clearly
2. Identify the person who made the decision
3. Describe the values that drove the decision
4. Acknowledge the downside, including important values not honored, as well as people likely to suffer from the decision
This is not a “sell job”
If the report is honest, it will: Build credibility Attract support
Identify the audience that needs to hear the decision
Remember what they need to know Adjust the format to fit the situation
Fears Retaliation Opposition Response to bad news Loss of esteem
Antidotes: commitment to the truth, credibility in the eyes of those who disagree with us, and diffusing the opposition by acknowledging their arguments.
Test your communication with a tough trial audience “Have I been open enough about the basis
for my decision and honest about what I don’t like about it? “ (Transparent)
“Have I demonstrated that I considered what matters to stakeholders:?” (Comprehensive)
“Do the stated reasons for the decision clearly connect with the choice made so others understand?” (Coherent)
5 Steps to Values-Based Decision Making
1. Clarify the perspectives that we and others bring to the issue
2. Comprehend the range of what matters to others and us
3. Commit to what is most important that will guide the decision
4. Choose a course of action that aligns with the most important values
5. Communicate the decision to others openly and honestly
Wrap Up Questions, Suggestions, Comments
Action Plans Decide on ONE thing you will do differently as
result of this workshop: write it down. Share with partner; set time and method for
follow-up.
Closing Remarks