Most of the time we spend living or working, we make decisions. But the process, impact and relevance changes based on the context. Your system’s response to decisions also varies. When someone approaches you for help with their decision, there’s an elevated response. When you were part of the decision, but feel not included, there’s a depressed response. When you have nothing to do with the decision, there are a lot of possibilities. Confusion or don’t-really-care kind of response. Based on the context, approach and responses should change. That’s what you may think.
Though we make decisions all through the day and night, only a few follow a well-thought-out method. Instead of a random and off-the-cuff approach, a defined one will help. Purpose of any decision making is to resolve conflicts, clear impasse. Making way for progress requires building bridges and breaking barriers. Every stone turned in the process has a role to play in both short and long run. Being mindful is a blissful experience.
Is there a method we can follow to make better decisions. There will be a few situations where people may be shouting “better, make some decision”. This shows the level of complexity we have created with the situation and its outcome. But in any case, a method can help. That’s the belief.
I have tried a few methods and like this one better than the rest. Let’s call it D-CODE for simplicity. Yes, you heard it right. You have to decode to decide better, right? But here, I use it to mean a few specific steps.
D stands for Define -> Define the decision required. E.g. We like to decide our go-to-market strategy. We like to decide where to go for a family vacation. We like to decide which health-insurance-plan to take. State the objectives to achieve, outcomes to get.
C stands for Context, Compulsions and Consequences -> Context of the decision. Explain it – what is the need for this decision? why now? what happens if we don’t decide? what happens if we decide? what are the considerations for a good decision? What are the compulsions? What are the objections and why?
O stands for Options – what are the 3-5 mutually exclusive and collectively exhaustive options we have? Identify, describe. Don’t defend any one, right now. List them in detail.
D stands for deliberate – For every option, State your underlying Assumptions, barriers for implementation, constraints to consider and dependencies to follow-through. Identify Pros and Cons. Analyse Costs and Benefits. Risks and Mitigation possibilities.
E stands for Evaluate, Execute – Test each option against the set objectives and outcomes. Test options with value v/s ability to execute. Prioritise. Build consensus. Agree on immediate set of actions. Authorise people to move ahead. Document the decision and circulate as appropriate.
In simpler situations, the time it might take is little. Complex situations take iterative cycles to conclude. In both cases, it is unpredictable. If everyone involved has a mindset to solve, things move better. When there’s little mutual respect in the team, things get harder. Keeping the process transparent and showing the progress to all involved, will help.
Some finer points to note, as you master the art.
- There’s only one way out of the process. Decide, agree. There’s only win-win. If you agree to work with or agree not work with. There’s no other way.
- Every dissent is a signal of an underlying, unaddressed problem. Address the issue not the signal. Turning off the indicator might turn out to be fatal.
- Impasse is not physical. You need greater force to get-over within yourself first. A simple nod can do the trick. Watch what you say, how you sound and how you gesture. Everything counts to build a few more layers of trust or conflict. Keep your natural self. Be respectful.
- Don’t take things for granted. Don’t assume. Clarify, clarify and clarify. Write-down before you speak. Read it louder so that you can hear along with others.
- Don’t bring experts into the meeting. Use their inputs. All present in the meeting should have a significant stake in the game. No fanfare. No eves-dropping. If a person has no say in the decision, there’s no need to be present.
- Keep the team small. Only the essential. No frills of any kind. An experienced moderator who both parties trust, should be the only external person.
- Don’t video/audio record the meeting. After the meeting, don’t talk about the meeting, the process and people involved. Leave behind the experience and hot/cold situations in the room. Carry forward and execute what you agreed. No more. No less.
Enjoy the journey, also the company. Destination is always fixed.
be a #dreamerdoer