Through evolving environments
The keystone
Decision-making is at the hearth of everything we are and everything we do.
A distinct element
Whatever the industries, cultures or times… decision-making acts as keystone,
ensuring the stability or instability of the elements attached to it.
THE IMPACTS
Within Any Challenge
Based on each client’s individual situation, the potential challenges that may affect their decision-making effectiveness are identified and addressed.
A single decision could be more complex and consume more resources than expected.
+ A minimally structured decision-making process provides enormous clarity on how such a decision should be made.
– Treated too lightly, important information could be forgotten, weakening the final result.
+ A minimally structured decision-making process provides enormous clarity on how such a decision should be made.
– Treated too lightly, important information could be forgotten, weakening the final result.
Recurrent decision-making has it own set of challenges. From unclear process to peer-pressure, various systemic difficulties could be the source of negative outcomes.
+ Identifying and resolving challenges help any team reach a higher level of decision-making robustness.
– Not resolving systemic difficulties hinders the overall efficiency.
+ Identifying and resolving challenges help any team reach a higher level of decision-making robustness.
– Not resolving systemic difficulties hinders the overall efficiency.
The bigger an organization gets, the more complex simple tasks might become. As resources and activities expand, robust management practices need to evolve accordingly.
+ A more robust approach to decision-making insures that every individuals know how to support or make decisions, the whole organization stays agile and raise everyone involvement.
– Not adapting how decisions are made greatly reduces overall efficiency and leadership credibility.
+ A more robust approach to decision-making insures that every individuals know how to support or make decisions, the whole organization stays agile and raise everyone involvement.
– Not adapting how decisions are made greatly reduces overall efficiency and leadership credibility.
An organization could be in search of better overall efficiency in order to grow and progress.
+ By optimizing their management keystone, day-to-day operations to long term activities are better managed.
– No doing so makes any efficiency gains harder to obtain.
+ By optimizing their management keystone, day-to-day operations to long term activities are better managed.
– No doing so makes any efficiency gains harder to obtain.
THE IMPACTS
Within any Challenge
Any types of challenges, affecting your decision-making effectiveness, can be addressed.
A single decision could be more complex and consume more resources than expected.
+ A minimally structured decision-making process provides enormous clarity on how such a decision should be made.
– Treated too lightly, important information could be forgotten, weakening the final result.
+ A minimally structured decision-making process provides enormous clarity on how such a decision should be made.
– Treated too lightly, important information could be forgotten, weakening the final result.
Recurrent decision-making has it own set of challenges. From unclear process to peer-pressure, various systemic difficulties could be the source of negative outcomes.
+ Identifying and resolving challenges help any team reach a higher level of decision-making robustness.
– Not resolving systemic difficulties hinders the overall efficiency.
+ Identifying and resolving challenges help any team reach a higher level of decision-making robustness.
– Not resolving systemic difficulties hinders the overall efficiency.
The bigger an organization gets, the more complex simple tasks might become. As resources and activities expand, robust management practices need to evolve accordingly.
+ A more robust approach to decision-making insures that every individuals know how to support or make decisions, the whole organization stays agile and raise everyone involvement.
– Not adapting how decisions are made greatly reduces overall efficiency and leadership credibility.
+ A more robust approach to decision-making insures that every individuals know how to support or make decisions, the whole organization stays agile and raise everyone involvement.
– Not adapting how decisions are made greatly reduces overall efficiency and leadership credibility.
An organization could be in search of better overall efficiency in order to grow and progress.
+ By optimizing their management keystone, day-to-day operations to long term activities are better managed.
– No doing so makes any efficiency gains harder to obtain.
+ By optimizing their management keystone, day-to-day operations to long term activities are better managed.
– No doing so makes any efficiency gains harder to obtain.
Within Any ORGANIZATION
Influenced by the organization’s size, your decision-making will be challenged by a variety of efficiency issues.
From day-to-day operations to long-term strategies, decision-making plays a key role in aligning resources on priorities and best practices to be followed.
+ Using the same decision-making approach across an organization insures standard structure from top-to-bottom.
– Not doing so prevents maximizing effectiveness.
+ Using the same decision-making approach across an organization insures standard structure from top-to-bottom.
– Not doing so prevents maximizing effectiveness.
Generally well structured, institutions establish rules and best practices to optimize their work standards.
+ By including decision-making within their best practices, institutions reinforce their working force’s tool set.
– Not offering knowledge on how to make or participate in decision-making brings ambiguity.
+ By including decision-making within their best practices, institutions reinforce their working force’s tool set.
– Not offering knowledge on how to make or participate in decision-making brings ambiguity.
Special groups have to work quickly and efficiently to make the best decisions possible.
+ A formal decision-making environment provides the right level of structure to maximize effort.
– Not doing so undermines the robustness of every decision.
+ A formal decision-making environment provides the right level of structure to maximize effort.
– Not doing so undermines the robustness of every decision.
Being smaller in size may ease making and implementing decisions.
+ Minimally structuring decision-making greatly reduces potential set backs and cost overruns.
– If neglected, decision-making could quickly become inefficient as the numbers of people and resource grow.
+ Minimally structuring decision-making greatly reduces potential set backs and cost overruns.
– If neglected, decision-making could quickly become inefficient as the numbers of people and resource grow.
Being the sole and final decision maker removes the complexity of dealing with other stakeholders but the lack of input from others could jeopardize the end results.
+ Implementing a simple decision-making process and key tools improves drastically the overall robustness.
– Not doing so allows potential cost overruns.
+ Implementing a simple decision-making process and key tools improves drastically the overall robustness.
– Not doing so allows potential cost overruns.
Within any ORGANIZATION
Each organization’s size brings its own efficiency challenges.
From day-to-day operations to long-term strategies, decision-making plays a key role in aligning resources on priorities and best practices to be followed.
+ Using the same decision-making approach across an organization insures standard structure from top-to-bottom.
– Not doing so prevents maximizing effectiveness.
+ Using the same decision-making approach across an organization insures standard structure from top-to-bottom.
– Not doing so prevents maximizing effectiveness.
Generally well structured, institutions establish rules and best practices to optimize their work standards.
+ By including decision-making within their best practices, institutions reinforce their working force’s tool set.
– Not offering knowledge on how to make or participate in decision-making brings ambiguity.
+ By including decision-making within their best practices, institutions reinforce their working force’s tool set.
– Not offering knowledge on how to make or participate in decision-making brings ambiguity.
Special groups have to work quickly and efficiently to make the best decisions possible.
+ A formal decision-making environment provides the right level of structure to maximize effort.
– Not doing so undermines the robustness of every decision.
+ A formal decision-making environment provides the right level of structure to maximize effort.
– Not doing so undermines the robustness of every decision.
Being smaller in size may ease making and implementing decisions.
+ Minimally structuring decision-making greatly reduces potential set backs and cost overruns.
– If neglected, decision-making could quickly become inefficient as the numbers of people and resource grow.
+ Minimally structuring decision-making greatly reduces potential set backs and cost overruns.
– If neglected, decision-making could quickly become inefficient as the numbers of people and resource grow.
Being the sole and final decision maker removes the complexity of dealing with other stakeholders but the lack of input from others could jeopardize the end results.
+ Implementing a simple decision-making process and key tools improves drastically the overall robustness.
– Not doing so allows potential cost overruns.
+ Implementing a simple decision-making process and key tools improves drastically the overall robustness.
– Not doing so allows potential cost overruns.
Within Any DECISION
Whether on-the-fly or complex, the same principles govern any robust decision-making. Your environment should include the right structure for a recurrent efficiency.
Quick decision-making should not only rely on instinct and individual experiences as it also needs quick assessment of the situation, the objectives and the potential options to be robust.
+ A benefit of being minimally structured helps a team’s cohesion during problem solving.
– ”Shoot-from-the-hip” decisions usually end-up being reworked and detrimental to the organization rather than efficient and fast.
+ A benefit of being minimally structured helps a team’s cohesion during problem solving.
– ”Shoot-from-the-hip” decisions usually end-up being reworked and detrimental to the organization rather than efficient and fast.
Decisions involving large resources are complex and difficult to be appropriately managed.
+ By following a formal process and protocol, stakeholders work together to find the best potential decision.
– Not structuring complex decisions allows individuals rely on their own perception and advocate for a solution often without evaluating the full extend of the options.
+ By following a formal process and protocol, stakeholders work together to find the best potential decision.
– Not structuring complex decisions allows individuals rely on their own perception and advocate for a solution often without evaluating the full extend of the options.
Depending on the context, decisions sometimes have to be made as an executive call with little or no consultation, be participative with extended consultation or be collective (made by the group).
+ Having the right level of process, governance and mindset insures that everyone works together towards robust and sound decisions.
– Unstructured decision-making affects cost, productivity, efficiency and long term excellence.
+ Having the right level of process, governance and mindset insures that everyone works together towards robust and sound decisions.
– Unstructured decision-making affects cost, productivity, efficiency and long term excellence.
Within any DECISION
Whether on-the-fly or complex, the same principles govern any robust decision-making.
Quick decision-making should not only rely on instinct and individual experiences as it also needs quick assessment of the situation, the objectives and the potential options to be robust.
+ A benefit of being minimally structured helps a team’s cohesion during problem solving.
– ”Shoot-from-the-hip” decisions usually end-up being reworked and detrimental to the organization rather than efficient and fast.
+ A benefit of being minimally structured helps a team’s cohesion during problem solving.
– ”Shoot-from-the-hip” decisions usually end-up being reworked and detrimental to the organization rather than efficient and fast.
Decisions involving large resources are complex and difficult to be appropriately managed.
+ By following a formal process and protocol, stakeholders work together to find the best potential decision.
– Not structuring complex decisions allows individuals rely on their own perception and advocate for a solution often without evaluating the full extend of the options.
+ By following a formal process and protocol, stakeholders work together to find the best potential decision.
– Not structuring complex decisions allows individuals rely on their own perception and advocate for a solution often without evaluating the full extend of the options.
Depending on the context, decisions sometimes have to be made as an executive call with little or no consultation, be consultative with extended consultation or be made by the group (collective).
+ Having the right level of process, governance and mindset insures that everyone works together towards robust and sound decisions.
– Unstructured decision-making affects cost, productivity, efficiency and long term excellence.
+ Having the right level of process, governance and mindset insures that everyone works together towards robust and sound decisions.
– Unstructured decision-making affects cost, productivity, efficiency and long term excellence.
