UNDERCOVERCOACH
Before we start I should disclose that my view on processes and formulas has not altered over the years. I am not always very logical so I need a process that does two things:
1 it must help me to be logical and 2 it must be easy for me to use! One such process follows:
A STRAIGHTFORWARD DECISION MAKING PROCESS
STEP 1 MAKE A DECISION STATEMENT
• State the purpose of the decision • State what action is required and what results are desired
• Word it carefully and specifically
For example: I want to get a new vehicle that meets my needs and is within my budget. I need the vehicle by the end of May this year.
STEP 2 SET DECISION OBJECTIVES (Essentials and Desirables)
• Develop a list of criteria (this list could be long – the longer the list the better the decision)
• Review the criteria and make them as specific as possible
• Divide them into ‘essentials’ and ‘desirables’ i.e. I must have the ‘essentials’ but any ‘desirables’ would be nice to have if I can get the right price.
For example: Essentials would include a certain minimum payload, a certain maximum size and proven reliability. Desirables would include greater comforts and an extended warranty thrown in.
STEP 3 EVALUATE ALTERNATIVES AGAINST CRITERIA
• Make a list of the alternatives available e.g. a new vehicle, a used one, or perhaps refurbish the existing vehicle
• Check each alternative against the ‘essentials’
• Eliminate any alternatives that do not satisfy the ‘essentials’
• Check each alternative against the ‘essentials’
• Make a record of the evaluations
For example: Buying ‘new’ would meet all my ‘essentials’ but could break my budget. Buying ‘used’ would meet all my ‘essentials’ but the warranty is only three months compared to two years on a new vehicle. Refurbishing existing would be cheapest but may only be postponing the day when I have to replace the vehicle. Reliability might also become an issue as time and engine parts wear on.
STEP 4 ASSESS THE RISKS
• Consider the likely consequences of executing each of the alternatives
• Think about what might go wrong (for each of them)
• Consider the likely affect of setting precedents etc. on other people, policies and practices
• Check that your assumptions are fair and that your facts are straight
For example: In the current recession we could have a nice new vehicle for a great price but we might not be able to afford to pay the driver for very long. A used vehicle may only have a three month warranty but we could be out of business by then. Refurbishing may be our only option. We may only be able to afford to bring an existing vehicle up to standard and then take things steady until the upturn in the economy. You might also assess the risk of doing nothing at all for the next three months.
In closing let me say that making your assumptions known to others will show some confidence and should help the right decision to be made. Good luck with your difficult decisions. In the next edition The Coach will look at ‘Communicating Difficult Decisions’.
If you have a tricky decision to make and you think it might help to talk to someone about it you can contact The Coach via Duncan McGilvray at
duncan@greenenergypublishing.co.uk
STEP 5 MAKE THE DECISION
• Make the best balanced choice • Communicate your selection and the reasons for it to all who will be affected
• Take responsibility for the decision and offer support, clarification and guidance
• Monitor implementation and make any needed changes and improvements
For example: Show the balance in your decision by providing an analysis of your options i.e. which options meet which criteria. These are often best described in terms that the decision makers’ value e.g. cost, quality of results, and visibility of those results. Finally you could cost out the ‘no change’ option in terms of cost, quality etc.
www.windenergynetwork.co.uk
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