Guildelines for Decision Making Conversations
Alusine M. Kanu DA
Every decision-making conversation has three hidden conversations lurking just out of sight. One is about what we're trying to accomplish by even bothering to make a decision. After all, we could just let things fall where they may. The second conversation is about the criteria we'll use to make the decision. The last conversation is about finding and choosing between different options. The impact of the decisions we make -- and those we don't make -- depends on several variables. What constitutes a good decision? Why do you need to make one in the first place? How much information do you need? What's the cost of being wrong and the upside of being right? Dobson (2010) explain that in decision making conversations, one should clearly and specifically state what the issue is, why the issue is important, discuss possible solutions and decide on a solution that is feasible, and decide on its implementation.
Clearly and specifically state what the issue is.
Phrase the issue in terms of behaviors that are currently occurring or not occurring or in terms of what needs to be decided.
Break down large, complex problems into several smaller problems, and deal with them one at a time.
Make certain that both people agree on the statement of the problem and are willing to discuss it.
 Clarify why the issue is important and what your needs are.
Clarify why the issue is important to you and provide your understanding of the issues involved.
Explain your needs that you would like to see taken into account in the solution; do not offer specific solutions at this time.
Discuss possible solutions.
Propose concrete, specific solutions that take both people's needs and preferences into account. Do not focus on solutions that meet only your individual needs.
Focus on solutions for the present and the future. Do not dwell on the past or attempt to attribute blame for past difficulties. If you tend to focus on a single or a limited number of alternatives, consider brainstorming (generating a variety of possible solutions in a creative way).
 Decide on a solution that is feasible and agreeable to both of you.
If you cannot find a solution that pleases both partners, suggest a compromise solution. If a compromise is not possible, agree to follow one person's preferences.
State your solution in clear, specific, behavioral terms.
After agreeing on a solution, have one partner restate the solution.
Do not accept a solution if you do not intend to follow through with it.
Do not accept a solution that will make you angry or resentful.
Decide on a trial period to implement the solution if it is a situation that will occur more than once.
Allow for several attempts of the new solution.
Review the solution at the end of the trial period.
Revise the solution if needed, taking into account what you have learned thus far.
Decision making is an essential leadership skill. If you can learn how to make timely, well-considered decisions, then you can lead your team to well-deserved success. While many of the decisions we make on a daily basis are quite simple, some are not. These decisions may involve assimilating a huge amount of information, exploring many different ideas, and drawing on many strands of experience. And the consequences of the right or wrong decision may be profound for the team and the organization.
Reference: Dobson, K.S. (Ed.) (2010) Handbook of cognitive-behavioral therapies (3rd ed.). New York: Guilford Press.
Every decision-making conversation has three hidden conversations lurking just out of sight. One is about what we're trying to accomplish by even bothering to make a decision. After all, we could just let things fall where they may. The second conversation is about the criteria we'll use to make the decision. The last conversation is about finding and choosing between different options. The impact of the decisions we make -- and those we don't make -- depends on several variables. What constitutes a good decision? Why do you need to make one in the first place? How much information do you need? What's the cost of being wrong and the upside of being right? Dobson (2010) explain that in decision making conversations, one should clearly and specifically state what the issue is, why the issue is important, discuss possible solutions and decide on a solution that is feasible, and decide on its implementation.
Clearly and specifically state what the issue is.
Phrase the issue in terms of behaviors that are currently occurring or not occurring or in terms of what needs to be decided.
Break down large, complex problems into several smaller problems, and deal with them one at a time.
Make certain that both people agree on the statement of the problem and are willing to discuss it.
 Clarify why the issue is important and what your needs are.
Clarify why the issue is important to you and provide your understanding of the issues involved.
Explain your needs that you would like to see taken into account in the solution; do not offer specific solutions at this time.
Discuss possible solutions.
Propose concrete, specific solutions that take both people's needs and preferences into account. Do not focus on solutions that meet only your individual needs.
Focus on solutions for the present and the future. Do not dwell on the past or attempt to attribute blame for past difficulties. If you tend to focus on a single or a limited number of alternatives, consider brainstorming (generating a variety of possible solutions in a creative way).
 Decide on a solution that is feasible and agreeable to both of you.
If you cannot find a solution that pleases both partners, suggest a compromise solution. If a compromise is not possible, agree to follow one person's preferences.
State your solution in clear, specific, behavioral terms.
After agreeing on a solution, have one partner restate the solution.
Do not accept a solution if you do not intend to follow through with it.
Do not accept a solution that will make you angry or resentful.
Decide on a trial period to implement the solution if it is a situation that will occur more than once.
Allow for several attempts of the new solution.
Review the solution at the end of the trial period.
Revise the solution if needed, taking into account what you have learned thus far.
Decision making is an essential leadership skill. If you can learn how to make timely, well-considered decisions, then you can lead your team to well-deserved success. While many of the decisions we make on a daily basis are quite simple, some are not. These decisions may involve assimilating a huge amount of information, exploring many different ideas, and drawing on many strands of experience. And the consequences of the right or wrong decision may be profound for the team and the organization.
Reference: Dobson, K.S. (Ed.) (2010) Handbook of cognitive-behavioral therapies (3rd ed.). New York: Guilford Press.