DECISION

.

MAKING

Jeff Fisher Good decisions come from experience. Experience comes from making bad decisions.

Mark Twain

Learning Objectives

    Understand how decisions are made Know the challenges to decision making Understand your decision making style Learn some tools to overcome challenges

THREE VENUES FOR DECISIONS

   Individual Group Public Process

When faced with a decision, ask yourself:       What am I trying to accomplish?

Is this consistent with my (team or agency) priorities/values?

Is this within my area of competence?

Can someone else do it better?

What do my trusted friends (peers or subordinates) say?

Do I have time?

BASIC PROCESS

Influences

      Biases can determine choice and even data collected Personality affects decision making style Emotion Age or Experience Sometimes there is not enough data or time External pressures

LIMITING THE EFFECT OF BIASES

     Remind yourself of the desired out come or objective Recognize that we all have biases Solicit input from others- supervisor, staff, citizen, attorney Pros & Cons for each option What is the right or best option?

DECISION MAKING STYLE

DIRECTIVE INFLUENCING + SOCIABLE CAUTIOUS + + + Decisive by nature Too quick to judge Motivates excellence Vague Seeks consensus Avoids controversy Detailed Analysis Paralysis

LIMITED DATA/TIME

        Develop skill of approximating Develop your critical thinking skills Intuition Simple evaluation & simple solutions when possible Develop comfort with levels of confidence Cautious personality types will seldom be comfortable with limited data - don’t wait for them Be resourceful- benchmarking, find the expertise or knowledge Question all urgency

CREATIVITY & DECISION MAKING

Creativity can expand options to consider Decision Making narrows options to consider

TOOLS FOR CREATIVITY    If you are not naturally creative, that’s ok…find someone that is and ask them even if it is a subordinate Brainstorming- more than just you Literature & Benchmarking

INFLUENCING THE DECISION

      Focus on answering this question: Who decides?

Construct the framework- be the expert when needed Be holistic when possible- consider others or broader issues Pick the battlefield on which you have the advantage Include stakeholders Ask questions that influence and direct

Exercise

Groups of 5 The City has not given raises for 3 years. The new mayor has given staff the directive to determine the best strategy to give all employees a raise of 2.5%. However, he also says the reserves cannot go below 15% and they are currently at 15.1% that means there is only about 1/3 of the money required. Healthcare is going up by 12%. Layoffs were implemented 2 years ago. Training is at its lowest levels and there are critical equipment purchases that need to be made. You are the City Manager. What will the decision process look like and what will be your strategy to make the raises happen?

Make wise decisions based on best information available, best resources, intuition, that are in line with your values, and in a timely manner Pause – Crawl – Walk – Run