A company's success is basically the result of the number of great decisions implemented successfully, at a minimum cost.
A huge speed bump or roadblock for some companies is the poor efficiency/effectiveness of their decision making processes.
Occasionally this tardiness is due to imagined problems and obstacles. It plays itself out as fear. Much of the fear is due to not knowing, at this point in time, what might happen and what we should do. All too often this fear, unresolved, justifies waiting to make a decision. Teams get all caught up in indecision, just like a knot.
A step forward can be accomplished by doing the hard work of thinking through the issues, scenarios, and likely/not-so-likely outcomes and the respective costs - now, not later.
A great tool to use here has a fancy name" Process Decision Program Chart (PDPC).Take a look a few of the examples of this tool listed in Google Images. This can be completed by a person or a team.
Start by listing the process that will likely occur. Completed, you have made a list of a hierarchy of tasks just like a two or three level outline format listing goals with supporting first and second level of steps/tasks to complete the process.. This helps develop and document your best thinking about what you should do to support a goal, sort of assuming there are few restraints. This part of the chart is often called a Systematic Diagram.
But then the real work starts. You add boxes beneath all of the bottom row tasks and ask aloud “What if…” Add as many as occur that would really mess things up if they did happen.
Then, add the last low of boxes beneath the What ifs adding what you or the team would do IF that were to happen.
Adding the dimension of a PDPC asks the team at the end of each task hierarchy "What might go wrong here?", and the "What would be do?"
1. Contact John Directly (616-392-2634, email@example.com) to discuss how your organization could use the Process Decision Program Chart most effectively.
2. Seminars: Good Thinking Series
3. Book: Collaborate – Tools and Techniques for Productive Meetings
4. Video Interview John Canfield