Difference between revisions of "Systematic Decision Making"
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===First exploration of the field=== | ===First exploration of the field=== | ||
To achieve the vision we should get familiar with the field. We should ask ourselves general questions like, what do we know about this field of knowledge? What are the obstacles to achieve the vision. | To achieve the vision we should get familiar with the field. We should ask ourselves general questions like, what do we know about this field of knowledge? What are the obstacles to achieve the vision. | ||
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===What are our plans to achieve the vision?=== | ===What are our plans to achieve the vision?=== | ||
We should try to set goals and milestones to create the vision. We should set options, and select them, by our ability to deliver them, by it's [[ROI]] and by their correspondence to our values. | We should try to set goals and milestones to create the vision. We should set options, and select them, by our ability to deliver them, by it's [[ROI]] and by their correspondence to our values. | ||
If the values are not homogeneous in the group, they should be discussed and explored to achieve better understanding and coordination. | If the values are not homogeneous in the group, they should be discussed and explored to achieve better understanding and coordination. | ||
Revision as of 03:43, 8 September 2013
Systematic Decision Making Systematic decision making, is a way to try to systematically make collaborative and individual decisions.
Contents
Who are the stakeholders
When we make decision that affects others, we should try to figure out who are the stakeholders. With whom should we take the decisions? The actual involvement of the decision makers will be according to the stages of the question, the availability and the type of decision maker.
This question should be asked through the whole process, and new stakeholders should come into the process, when thy are found to be stakeholders.
What are our needs?
Any decision is aimed at selecting the appropriate actions to yield high ROI and valuable outcomes. The outcomes of the actions should best serve the needs of the decision makers. This is called the need-decision-action-reward cycle. So, in the first step of systematic decision making, we should try to understand what are the needs we try to fulfill are.
This can be done quite well by the Motivational Interview method. By investigating to the reasons and basic motivation to do things.
What is the Vision?
According to the NDAR cycle, a result of our action will yield a situation that will fulfill our needs. So we should try to establish a vision of the situation in which our needs will be fulfilled. For example, if we will be rich, we can buy everything we need. So we will vision ourselves as rich people.
Of course, visioning to high or to a place which is beyond our abilities will create an unrealistic vision, which will take us a lot of resources and may not mature. The Vision should be realistic, if we want to be able to build concrete solution to fulfill our needs.
First exploration of the field
To achieve the vision we should get familiar with the field. We should ask ourselves general questions like, what do we know about this field of knowledge? What are the obstacles to achieve the vision.
What are our plans to achieve the vision?
We should try to set goals and milestones to create the vision. We should set options, and select them, by our ability to deliver them, by it's ROI and by their correspondence to our values. If the values are not homogeneous in the group, they should be discussed and explored to achieve better understanding and coordination.