The Art of decition making

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The art of team decision making

• By Jules F. Pagna Disso
• www.thescholars.info

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Course objectives part 1

• 1.1 Assess the links between team performance and
  strategic objectives
• 1.2 Evaluate tools and techniques available to
  set team performance targets
• 1.3 Assess the value of team performance tools to
  measure future team performance

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Course objectives

• 2.1 Analyse how to determine required performance
  targets within teams against current performance
• 2.2 Discuss the need to encourage individual
  commitment to team performance in achievement of
  organisational objectives
• 2.3 Relate the application of delegation,
  mentoring and coaching to the achievement of the
  organisational objectives
• 2.4 Evaluate a team performance plan to meet
  organisational objectives

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Objectives

• assignments
• Understand how to make team decision
• Critically analyse six ways of decision making
• Brainstorming/Filterning
• Nominal Group Technique
• Delphi Technique
• Criteria Rating Technique
• Paired-Choice Matrix
• Consensus Card Method

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Introduction to team decision

• What is team decision
• Tips for team decision
• Be frank and honest when expressing your ideas
  and opinions
• Avoid judging ideas instantaneously
• Be willing to compromise and be flexible
• Examine decisions and problems in a systematic
  manner
• Agree at the outset on the issue you are tackling
  and your goal
• Make sure all team members have the same
  information
• Allow enough time to reach consensus but ton
  allow too much time

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Advantages of team decisions

• Two heads are better than one. More than two are
  even better
• Quality
• Takes into account all of the facts
• Make good use of the information
• Commitment
• People who participate into the decision are more
  likely to be committed to it.
• Fresh and unusual ideas
• A chance to minimize misunderstandings and biases
• Increased learning and personal growth
• Increased challenge and autonomy
• Increased understanding of the big picture
• Better results

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When to make a team decision

• Outcome affects everyone in the group
• The solution is critical for the teams customers
• Customers satisfaction is based on team
  performance
• The solution has long-term applications
• It is sensitive issue
• Team members need to know and understand the
  implications of the decision

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Brainstorming/Filtering

• When
• Determining possible causes and/or solution to
  problems
• Planning the steps of a team projects
• Deciding problems or implementation opportunities
  to work on
• Non routine decisions must be made that require
  special creativity
• The team wants to include all options

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Six step to a brainstorming/filterning

• Prepare for the Brainstorming/Filtering session
• Determine the Brainstorming method to use
• Generate ideas
• Create filters
• Apply filters
• Wrap up the Brainstorming/Filtering session

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Step 1 Preparation

• Limit the time for the session
• Identify a facilitator/Recorder
• Establish ground rules
• Dont criticise ideas
• Dont edit what is said
• Go for quantity of ideas at this point
• Encourage wild, exaggerated or humorous ideas
• Build on the ideas of others

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Step 2 Method

• Freewheeling
• Share ideas simultaneously
• List of all ideas as they are shouted
• Round-Robin
• Everyone takes a turn offering an idea
• Anyone can pass on any turn
• Continue until there is no more ideas
• All ideas are listed as they are offered

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Step 3 Generate ideas

• Encourage as many ideas as possible
• Stop when
• Everyone has had a change to participate
• No more ideas are offered
• You have made a last call for ideas
• You have thanked team members for their input
• Time is over

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Step 4Create filters

• Cost
• Time
• Availability
• Fit
• Customer impact
• Resistance to idea versus acceptability
• practicality

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Step 5 Apply filter

• Apply filter one at a time
• Cross out any idea that do not pass through each
  filter

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Step 6 wrap up

• Review ideas that have survived the filtering
  process
• Define each of them to make sure all team members
  agree on these ideas
• The group should delegate a representative to
  pass on the information to the appropriate
  parties inside and outside the organisation

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Brainstorming activity

• Subject Attracting 100 more students to Bradford
  Metropolitan College

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Nominal group technique (1/4)

• Organised group meetings for problem
  identification, problem solving, program planning
• Used to eliminate the problems encountered in
  small group meetings
• Balances interests
• Increases participation
• 2-3 hours sessions
• 6-12 members
• Larger groups divided in subgroups

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Nominal group technique (2/4)

• Step 1 Silent generation of ideas
• The leader presents questions to the group
• Individual responses in written format (5 min)
• Group work not allowed
• Step 2 Recorded round-robin listing of ideas
• Each member presents an idea in turn
• All ideas are listed on a flip chart
• Step 3 Brief discussion of ideas on the chart
• Clarifies the ideas ? common understanding of the
  problem
• Max 40 min

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Nominal group technique (3/4)

• Step 4 Preliminary vote on priorities
• Each member ranks 5 to 7 most important ideas
  from the flip chart and records them on separate
  cards
• The leader counts the votes on the cards and
  writes them on the chart
• Step 5 Break
• Step 6 Discussion of the vote
• Examination of inconsistent voting patterns
• Step 7 Final vote
• More sophisticated voting procedures may be used
  here
• Step 8 Listing and agreement on the prioritised
  items

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Nominal group technique (4/4)

• Best for small group meetings
• Fact finding
• Idea generation
• Search of problem or solution
• Not suitable for
• Routine business
• Bargaining
• Problems with predetermined outcomes
• Settings where consensus is required

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Consensus Card Method

• Definition
• Use of visual aid to indicate a position
• Visual aid consensus card
• Three colours and shapes in a triangle format
• When
• Opinion voiced and presented in a face-to-face
  setting
• Discussing a complex issue that will elicit
  complicated and contradictory reaction and
  opinions from the members of your team
• You havent yet identified what options exist for
  a particular issue
• You need to bring potential roadblock into the
  discussion and get immediate reaction to those
  roadblocks

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Colours code

• Red I disagree and cant commit to support the
  decision
• Yellow I can live with the decision and commit
  to support it
• Green I agree and commit to support the decision
• Decision are reached when all team members show
  Green or Yellow

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Steps to a consensus method

1. Define the issue and the goad
2. Prepare for the session
3. Present and discuss ideas
4. Wrap up the consensus card method session

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Step 1 Define the issue and the goal

• State the issue that needs to be resolved
• Set a goal for the session

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Step 2 Prepare the session

• Ground rules
• Time frame
• Explain the use and meaning of card.
• Construct the cards

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Step 3 Present and discuss ideas

• The group present idea one by one and on the same
  topic
• The team leader should monitor the cards as they
  are changing
• List all ideas
• A quick solution stills need investigation

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Step 4 Wrap up the consensus card method session

• All team members show green or yellow
• Team leader has received all ideas and made sure
  they well understood and ready to support
• List of decisions and the appropriate next steps
• Make sure no one is angry or feel left out
• Thank every participant

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Class activity

• Define and explain each step of the Delphi
  Technique.
• Explain when and how it best to use this technique

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Delphi technique

• Involve solicitation and comparison of multiple
  rounds of anonymous judgments from team members
• Each round provides members with a summary of
  what all team members said in the previous round
  and solicits a new round of inputs.
• By the end of three rounds the group should reach
  a consensus

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Delphi Technique When

• You want the input of several team members while
  removing the biasing effect of face-to-face
  contact
• The team member are not in the same location
• The decision requires all members to buy into
  the outcome and the evolution of that outcome
• You want to avoid the effects of dominant
  individuals and peer pressure
• Response are anonymous

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Stage 1 define the decision or problem

• Before providing their input, the decision,
  problem or desired outcome of the process should
  be defined
• Agree on how to pay bonus this quarter, next
  quarter
• Team has to agree on 5 strategic goals on which
  to focus over the next three years
• The team has to find a solution to the staff
  turnover
• Team need to agree on the process
• Decide that round 1 5 ideas, rd 2 3 ideas
  etc.

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Step 2 Team provides round 1 input

• Written report
• No interference with other members team ideas

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Step 3 summarise round 1 ask for Round 2 input

• Summarise the results
• Editing to come up with a synopsis of what the
  team said as a group
• By listing the responses verbatim, without
  editing
• By averaging the responses (numerical answers)

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Step 4 team provide Round 2 input

• Ask for more focus input
• Less ideas but straight to the point

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Step 5 Summarise Round 2 ask for Round 3 input

• Depending on the issue you may need to have a
  third round of inputs from the members

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Step 6, 7 Provide Round 6 input

• This should be the last round
• In round 7
• Summarise Round 6 input.

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Step 8 wrap up the Delphi session

• Communicate the team decision to those who are
  affected
• Develop a plan to implement the teams decision
• Implement the decision
• Celebrate the fact that a tough decision has been
  made as a team!

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Exercise

• Read and prepare a 500 words summary the case
  study on the Delphi Method
• Post your summary on the discussion board before
  Tuesday 1159pm
• The development of the European market for
  organic products insights from a Delphi study
• Type Article, Research paper
• Author(s) Susanne Padel, Peter Midmore
• Source British Food Journal Volume 107 Issue
  8 2005

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Paired-Choice Matrix

• Team member can select from many alternatives
• Team can work with list
• Generally used when they are eight or more option
  to choose from
• A big decision needs to be divided into smaller
• An objective process wants to make sure each
  alternative gets faire and equal consideration as
  part of the team decision
• The alternative are relatively similar

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Six steps to The Paired-Choice Matrix

• Identify the issue, options and goal
• Prepare for the session
• Make decisions between pairs
• Tally scores of paired choices
• Discuss and clarify results
• Wrap up this Paired-Choice Matrix session

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Case study Selecting a care plan at the
Spritzing Sprinkler Company

• The employees of the Spritzing Sprinkler Company
  ... Were at an impasse with their health care
  provider.

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Criteria Rating Technique

• A decision making tool teams use to arrive at a
  choice between alternative, using clearly defined
  criteria to make their decisions

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Criteria Rating Technique When

• Team has to select from several alternatives and
  it is important to focus on why choices are being
  made the way they are made
• You want to make sure the team makes the decision
  objectively (appropriate when strong opinions
  involved)
• Team needs to arrive at a decision that members
  can support and be able to communicate to others
  the rationale behind the decision
• You need to make a decision based on a short list
  from a Brainstorming/Filtering or Paired-Choice
  Matrix session

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Seven steps to The Criteria Rating Technique

• 1 Start the session and list the alternative
• 2 Brainstorming decision criteria
• 3 Determine the relative importance of each
  criteria
• 4 Establish a rating scale, then rate the
  alternatives
• 5 Calculate the final score
• 6 Select the best alternative
• 7 Wrap up the Criteria Rating Technique session

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Case study

• Distribute the case study
• Radio station KEAR-FM

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Step 1 Identify the issue, options, and goal

• Determine the issue you need to tackle and the
  goal you would like to reach.
• Collect a list of options that you must decide
  from in order to reach your goal

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Step 2 Prepare the session

• Layout the chart that will serve as the matrix
  for comparing pairs of options
• Explain the process to the group
• Move horizontally across the chart comparing the
  first option to every option along the top