Framework for Decision Making - Essay Example

ment of the learning needs being addressed: The requirement for the learning session was identified by the formal training needs assessment which shows that middle and senior management exercised delaying strategies in making decisions or making decisions without considering the important factors that should influence the decision making process. After a careful study of the problem at hand a formal learning session on decision making was planned; the intended learning needs to be addressed were; a) Decision Making abilities b) Identifying the context of decision making c) Importance of other factors on decision making d) Using a framework for making effective decisions e) Using technology for better decision making It is imperative for successful organization to possess management staff that can take important decisions in appropriate time while keeping in consideration the important factors that can help in making better decisions or factors that can be effected due to a certain decision made. It is more than often that decisions go wrong and business suffers (Kurtz & Snowden, 2003). This dilemma is not new in organizations and it is important that while making decisions one must; a) Consider all the variables that can help in making better decisions b) Identify the context and urgency for need of decision (situation) c) Brainstorm with others that can help (collaborate for complex situations) d) Analyze and investigate before making decisions (probe for complicated situations) e) Act in urgent situations (act for chaotic situations) f) Delay decisions if a situation needs to develop and respond for routine decision making. (response for simple situations) Aims and objectives for the session The objective of the learning session is to enhance the decision making abilities of middle and senior managers of the organization, enabling them to make efficient decisions while keeping important environmental factors in consideration. Decision making is the most valued commodity these days and successful leaders aspire to improve their decision making abilities and consistently look for variables that can help them in making more informed decisions. Bad decision making can hurt the repute of the company, result in loss of revenue and lower down the employee morale while good decision making can bring wonders to the organization (Kurtz & Snowden, 2003). Using Cynefin framework, the trainer shall introduce the four decision making situations with appropriate action plans for each while differentiating between ordered and unordered scenarios (Snowden. 2000). A further explanation of how a particular decision delayed can move the issue in to complicated, complex or chaotic situations. Such a transition in situations occur due to wrong assessments, delays and conservative actions. The session also includes use of technology where employees are introduced to software that can help in making better decisions. Software like Microsoft office including project server, Visio and others. Identifying the context is an important aspect of decision making once identified the problem can be resolved by devising the appropriate solution. Session plan showing timings, events, equipment to be used, assessment methodology # Activity Timeline Session Plan Session 1: Decision Making Discussion 2 hours Lunch Break 1 Hour Session 2: Framework for Decision Making Cyenfin Questionnaire Training Feedback 3 Hours Events Session 1 1 2 3 4 5 Introduction to Program: Decision Making: Tea Break Importance of Decision Making Share your Examples 20 Min (10 to 10:20am) 30 Min (10:20 to 10:50am) 10 Min (10:50 to 11:00 am) 30 Min (11:00 to 11:30am) 40 Min (11:30 to 12:10pm) Lunch 1 Break for Lunch and socializing 1 Hour (12:10 to 1:10pm) Session 2 1 2 3 4 Introduction to Cynefin Framework Decision Making in Multiple Contexts Questionnaire Conclusion: 1 Hour (1:10 to 2:10pm) 1 Hour (2:10 to 3:10pm) 30 Min (3:10 to 3:40pm) 30 Min (3:40 to 4:10pm) Equipment Required A4 sized printed Questionnaires and Pencils Computer system, Multimedia Projector, Remote Presenter, \ Flip charts and whiteboard with markers and a duster. Paper for Questionnaire and pencils. Assessment Methodology 1 Discussion (Giving examples from own experiences) Performance in Sharing personal experiences of good and bad decisions made 2 Cynefin Questionnaire Identify Situations based on role assigned to you and discuss the possible solutions. 3 Training feedback form and trainer feedback Anonymous feedback about the training and skills of the trainer. Follow up Training 1 Using modern Technology, hardware and software for better decision making. After 2 weeks of this training Learning and Development activities (merits and influencing factors): The learning and development activities used in the learning session on framework for decision making are appropriate because they promote experiential learning, by sharing experiences amongst themselves while the questionnaire also checks and validates their decision making skills while using the framework that can help them in future for recognizing the context of decision making, aligning appropriate solutions and reaching a decision while being efficient. Since the audience are all senior managers and middle managers working with each other for decades, hence they already have synergy between them hence using team based activities is not appropriate (Rothwell, 1992). Decision making should be assessed individually but results and solutions to each problem during discussions should come collectively and mutually agreed decision should be judged as the best. Furthermore using physical activities or games for learning would not suite the age and experience of the participants. Giving them time to explain their decisions and consequences should not only teach participants but also build their confidence. A coaching session on decision making would be offered to incumbents who want to further enhance their decision making skills, this coaching session would include one to one counselling sessions with the trainer. An extension of this training or a follow-up training program is devised for the same audience that will concentrate on technology that can be used for better decision making, in this follow-up training session the incumbents would learn how to use gadgets as well as software for managing their time, prioritizing activities, setting reminders and most importantly data that help them in better decision making. Influencing factors during learning and development activities can result in ineffectiveness of the training. Participants may believe that sharing bad experiences of their careers can result in a weakness in front of their peers, similarly an incumbent may make decision making stories to promote his decision making skills. In order to cater to these influencing factors the trainer must emphasize on sharing experiences for learning. Furthermore while filling the questionnaire one might not relate to the role assigned to him which can be different from his own role in the organization. References Rothwell, R 1992, ‘Successful industrial innovation: critical factors for the 1990s’, R&D Management, Vol. 22, No.3, pp. 221–240. Kurtz, CF & Snowden, D 2003, The New Dynamics of Strategy sense-making in a complex-complicated world, IBM Systems Journal Fall: 1-23. Snowden, D 2000, “Cynefin, A Sense of Time and Place: an Ecological Approach to Sense Making and Learning in Formal and Informal Communities”, conference proceedings of KMAC at the University of Aston, July 2000. Read More