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Decision Quality - Coggle Diagram

- - - - The frame specifies the problem or opportunity we are tackling, including what is to be decided. Along with the frame, three things must be clarified: alternatives define what we can do; information captures what we know and believe (but cannot control); and values represent what we want and hope to achieve. Together these three form the decision basis. They are combined using reasoning, which guides us to the best choice given what we want (values) and in light of what we know (information). Reasoning helps us understand what we should do, creating clarity of intention. However, an intention has little practical value. To have a real decision, we must act. Thus, commitment to action must be an integral part of the decision.
    - - “What problem (or opportunity) are we addressing?” It has three components: (1) our purpose in making the decision; (2) the scope, what will be included and excluded; and (3) our perspective including, our point of view, how we want to approach the decision, what conversations will be needed, and with whom.
    - - A much better approach would address several distinct courses of action. For example: “Given our agreed-upon frame that we want to expand our sales in Quebec, I’ve identified three alternatives for entering the Quebec market. Each is distinctly different from the others. We should compare their unique risk and reward possibilities before we choose which one to pursue.” Taking the time to generate alternatives is important. We must remind ourselves that a decision can’t be better than the best alternative.
- - - - Consciously examining our perspective, and not rashly plunging in, helps us avoid the false starts that undermine so many decision efforts. A very practical and helpful way to expand our perspective is to apply Suzy Welch’s recommendation to consider the situation in terms of 10-10-10: the next 10 minutes, 10 months, and 10 years.
  - - - • “What is the wildest idea that has been considered?”
      - • “Who from outside the usual cast of characters has contributed to these alternatives?” • “Have we expanded the alternative set beyond our comfort zone?”
      - • “Does this alternative set cover all of the potential sources of value? Are we sure the best alternative is in there somewhere?”
      - • “Does the list include the alternatives favored by all of the key stakeholders?”
      - • “Have we acknowledged disagreements and incorporated them into the alternative set?”
      - • “Are the differences between these alternatives clear and significant?”
      - • “Is the momentum strategy (maintaining the status quo) on the list so that we can calculate a change in value for any new decision?”
      - • “Do we have a manageable set of alternatives that we can compare meaningfully?”