values-based decision making

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