1. What You Don’t Know About Making Decisions article by: David A. Garvin and Michael A. Roberto Harvard business Review  Presentation by:  Liz Farricker and Hunter Christensen “Decision making is arguably the most important job of the senior executive and one of the easiest to get wrong. It doesn’t have to be that way-if you look at the process in a whole new light.”

2.  Decision making mistakes: Not enough options on the table.Not enough options on the table. Not enough evaluation to significantly ensure that the best choices are chosen.Not enough evaluation to significantly ensure that the best choices are chosen. Treating decision making as an event.Treating decision making as an event.

3.  Decision making as a process: Can last weeks or months.Can last weeks or months. Filled with discussion and debate.Filled with discussion and debate. Requires support at all levels of the organization.Requires support at all levels of the organization. Identifies and considers a wide range of ideas.Identifies and considers a wide range of ideas.

4. Inquiry -VS- Advocacy Not all decision making process are equally effective.  On the surface they seem very similar. Groups of people consumed by discussions, debating, trying to select the best course of action.Groups of people consumed by discussions, debating, trying to select the best course of action. The two process produce quite different resultsThe two process produce quite different results  “Our research shows that the difference between leaders who make good decisions and those who make bad ones is striking.” Inquiry-recognizes that all decisions are processes, and they purposely design and manage them as such.Inquiry-recognizes that all decisions are processes, and they purposely design and manage them as such.  Designed to generate multiple alternatives.  Produces a well-tested solution. Advocacy-persist in the fantasy that decisions are events they alone control.Advocacy-persist in the fantasy that decisions are events they alone control.  Approach decision making as a contest.  Participants are passionate about their preferred solutions, therefore stand firm in disagreement.

5. Advocacy  Level of passion makes it nearly impossible to remain objective.  Often presents selective information.  The goal isn’t to make a compelling case  Example: Two plant managers competing for the same improvement programs. Full disclosure might jeopardize their chances of gaining the needed resources.  Personalities and egos come into play, which create behind-the-scenes battles.  This approach typically suppresses innovation and encourages the dominate view to, avoid further conflict.

6. Inquiry  Inquiry-focused groups carefully consider a variety of options, and works together to discover the best solution.  Own interest don’t get in the way to adopt a given view, and come to agreement of the best course of action.  Information is widely shared.  All participants feel comfortable and raise alternative questions to possibilities already on the table.  Conflict may be intense but seldom personal.

7. Two Approaches to Decision Making Concept of making decisions A contest Collaborative problem solving Purpose of discussion Persuasion and lobbying Testing and evaluation Participant’s role Spokespeople Critical thinkers Patterns of behavior -strive to persuade others -defend your position -downplay weaknesses -present balanced arguments -remain open to alternatives -accept constructive criticism Minority views Discouraged or dismissed Cultivated and valued Outcomes Winners and losers Collective ownership AdvocacyInquiry

8. Inquiry isn’t easy.

9. The 3 C’s In order to move from advocacy decision making to inquiry decision making need to incorporate the 3 C’s Conflict Consideration Closure

10. Constructive Conflict Conflict comes in 2 forms – cognitive and affective Conflict comes in 2 forms – cognitive and affective Cognitive conflict: relates to work at hand; Involves disagreements over ideas and assumptions and differing views on the best way to proceed Cognitive conflict: relates to work at hand; Involves disagreements over ideas and assumptions and differing views on the best way to proceed When people express differences openly and challenge underlying assumptions, they can flag real weaknesses and introduce new ideas When people express differences openly and challenge underlying assumptions, they can flag real weaknesses and introduce new ideas Affective Conflict: emotional; it tends to diminish people’s willingness to cooperate during implementation, rendering the decision-making process less effective Affective Conflict: emotional; it tends to diminish people’s willingness to cooperate during implementation, rendering the decision-making process less effective The challenge for leaders is to increase cognitive conflict while keeping affective conflict low; have to develop creative techniques to elevate cognitive debate The challenge for leaders is to increase cognitive conflict while keeping affective conflict low; have to develop creative techniques to elevate cognitive debate

11. Constructive Conflict  First leaders pay careful attention to the way issues are framed; good leaders preface contradictory remarks or questions with phrases that remove some of the personal sting  Set ground rules about language, insisting that team members avoid words and behavior defensiveness  Leaders can help people step back from their reestablished positions by breaking up natural coalitions and assigning people to tasks on some basis other than traditional loyalties  Leaders can shift individuals out of well-grooved patterns, where vested interests are highest  Leaders can ask participants locked in debate to revisit key facts and assumptions and gather more information

12. Consideration  Consideration: people’s beliefs that the leader actively listened to them during the discussions and weighed their views carefully before reaching a decision  Leaders can demonstrate consideration throughout the decision-making process; they need to convey openness to new ideas and a willingness to accept views that differ from their own  After making the final choice, leaders should explain their logic

13. Closure  Knowing when to end deliberations is tricky; all too often decisions are rushed or not made quickly enough  Sometimes people’s desire to be considered team players overrides their willingness to engage in critical thinking and thoughtful analysis  Unchecked advocacy is frequently the source of the problem for deciding too late

14. Conclusion  There are 2 approaches to decision making 1.Advocacy (BAD) 2.Inquiry (GOOD)  In order to move from advocacy to inquiry pay attention the 3 C’s ConflictConflict ConsiderationConsideration ClosureClosure Thank you!