HR Decision Making
Using Collective Thinking to Develop an Effective Approach to Decision Making
There are currently no scheduled instances of this program. Please contact Queen’s IRC at 1-888-858-7838 for more information.
What are the characteristics of an effective and robust approach to decision making? Successful decision makers uncover and compensate for hidden biases and assumptions. They view decision making as a process that includes identifying desired results, exploring creative options, and realistically estimating benefits and risks. At the root of the process is the practice of generative thinking, to move away from ‘either – or’ thinking to embrace the creative integration of ideas.
a) Introduction to Decision Making
Surprising but true, approximately half of the decisions made in organizations fail. So found Professor Paul Nutt (2010) in his detailed exploration of hundreds of strategic decisions made in private and public sector organizations throughout North America and Europe. Why such a high failure rate? Failure prone decision makers are victimized by two interrelated blunders: unconscious thinking traps and failure-prone practices. Together these blunders cause decision makers to jump to premature conclusions. They over estimate the clarity of the issue, the reliability of the data, the effectiveness of the options, and the commitment of the implementers. Failed decisions spiral into additional problems, waste time and energy, and engender feelings of frustration and resentment.
In this opening module, learn about:
- What decision making is and is not
- Factors that contribute to flawed decisions; perceptual, cognitive and social
- 3 types of decisions; quick, significant and strategic
- 8 criteria for high quality decisions
b) The Key Ingredients for Effective Decision Making
How do we help decision makers breakaway from convention, embrace fresh ideas, and work across boundaries? Effective decision makers frame the right questions, and then engage in a process of learning by involving the right people, collecting and analyzing relevant data and generating options that can be tested and refined. They also encourage innovation, realistically estimate benefits and risks, and voice ethical questions. The idea is to approach decision making like a designer, first uncovering the core ‘needs’ related to your dilemma, before generating and testing options, to arrive at decisions that merge desires, actions and outcomes.
In this module, learn about:
- A process that knits together thinking tools and techniques to arrive at high quality decisions
- Approaches for engaging system stakeholders so that relevant perspectives and expertise are tapped, and implementers are meaningful involved and energized for action
c) Data Analytics and Visualization Techniques
More and more, strategic decisions are being made from a base of data analytics. Executive level decision makers want data driven analysis and insights to understand optional solutions and to offer guidance on the best actions to take. We’ve invited a data analytics guru to share insights on how you can leverage analytics to inform your strategic dilemmas.
In this module, learn about:
- The power of data analytics, with real life examples related to HR decision making
- Identifying outcomes and indicators for your strategic decision making needs
- Working with your IT and analytics colleagues to acquire the analytics you need
- Useful tools for visualizing the data and culling insights from the data
- The art of influencing, and making the case for optimal solutions
Learn how to:
- Use the 8 criteria of high quality decisions to assess the effectiveness of your decisions
- Diagnose the factors that sabotage thinking and lead to failed decisions
- Assess the complexity of strategic decisions, given factors such as urgency, impact, uncertainty and ambiguity
- Use a decision making approach that best fits the decision dynamics
- Use the decision making cycle to overcome decision biases and enhance the quality of decisions
- Engage stakeholders in a robust process to enhance ‘thinking together’ for generative results and aligned action
- Enhanced capability to break away from convention, embrace fresh ideas, and work across boundaries
- Greater knowledge of decision making as a process that includes: identifying desired results, searching widely, encouraging innovation, and realistically estimating the benefits and risks
- Well-designed, workable solutions that key stakeholders are energized to implement
- Decision Quality Analysis Tool
- The Critical Decision Making Cycle
- The 4-D Decision Making Process
- Decision Making Workbook
HR and OD practitioners, project leaders, and managers who have responsibility for strategic decision making
Brenda Barker Scott is a groundbreaker with a passion for creating workplaces that inspire, connect and grow people. Over her twenty-year career in teaching and consulting, Brenda has led ambitious renewal efforts aimed at enhancing innovation and collaboration with provincial governments and agencies, school boards, not-for-profits and private firms.
When working with leadership teams, she combines strong theoretical knowledge with practical methodologies to ensure that the right people are engaged in the right conversations to design robust and workable strategies.
Brenda is co-author of Building Smart Teams: A Roadmap to High Performance (Sage 2004), and is currently undertaking field...
Read the full bio for Brenda Barker Scott