Decision Free Solutions will save the world.

What if every organisation, every project, everyone will have his aim achieved? What if you are allowed to do what you excel at, and nobody tells you what you have to do next?

What if you are allowed to demonstrate your skills? Because your organisation no longer appoints team members, but actually defines a comprehensive unambiguous aim first, and invites to explain, in a transparent way, how you can help to achieve it. What if all you had to provide was a transparent plan? And all you had to do was inform about any changes to the plan? Would you feel more or less energetic? Would you be more or less creative?

What if politics would work this way? When political parties define their aims (their political program) first, and then use these aims to identify experts who will help to achieve them. Where these experts will explain their policies and measures in an easy-to-understand-way, making it transparent for all to see.

What about healthcare? What if their are multiple paths forwards and doctors ask you what your priorities are, and then explain which path matches your priorities best? What if doctors don’t make decisions for you, and don’t ask you to make decisions for yourself either, but merely use their expertise to make transparent what is the treatment that is most aligned with your personal wishes?

You can make a difference yourself. It starts by identifying decisions, by realising an aim may be ambiguous, that if someone cannot explain himself clearly, he might not be an expert. Is it clear what aim you are working towards, or what you ask others to do for you? Are you allowing experts to be identified? Are you able to make it clear to non-experts how you will be able to help them? Are you helping to make expertise matter? Today?

Wouldn’t it make the world a better place?

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Explaining the Fundamentals of Decision Free Solutions

That decisions increase risk is not semantics, it is logic.

That decisions increase risk follows from the dictionary definition and use of logic. Few experience decisions in this way, for various obvious reasons. These reasons don't take anything away from decisions increasing risk. The risk is for real.

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The alternative to decision making is transparency.

Decisions are conclusions reached after consideration. When something needs to be considered it means it is not transparent. Create transparency and what follows are not decisions but approvals (e.g. Decision Free Management).

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Understanding that decisions increase risk impacts all.

Decisions are unsubstantiated choices. Once you realise a decision may not contribute to achieving a goal you want to avoid them. The approach of DFS, using four steps and five principles, does so in a systematic way.

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Decision Free Solutions will save the world.

Applying DFS in whatever field will result in the optimal utilisation of expertise, will unlock potential and spur on creativity, will minimise risk and free up resources. The resources free up using DFS will allow you to save the world. Be a part of it.

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Understanding that decisions increase risk impacts all.

Decisions are conclusions or resolutions reached after consideration. When something needs to be considered it is not transparent. When a decision is made when something isn’t transparent risk increases. With every decision it becomes less likely the aim will be achieved. How do decisions manifest themselves, what types of decision making are there? How will the approach of Decision Free Solutions avoid them?

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That decisions increase risk is not semantics, it is logic.

That decisions increase risk follows from the dictionary definition and use of logic. Few experience decisions in this way, for various obvious reasons. Many unsubstantiated choices are made based on experience or are educated guesses. We get a lot of decisions right. When the risk does occur, usually much later, we often fail to make the link with the decision. What is more, making decisions often makes us feel good. But the risk is still for real.

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Everybody can manage risk, only few can minimise it.

In every organisation there are both identified and unidentified risks. Unidentified risks occur e.g. when aims are not clearly understood, when it is unclear whether the right expertise is available, or used appropriately. All of which results in decision making. To manage identified risks is straightforward, to minimise risk you must avoid decision making. Which is what an expert does. But what does it take to become an expert?

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Decision Free Birthing empowers expectant women.

Decision Free Solutions is a generic approach. It can be applied in any field. As a demonstration of this Decision Free Birthing has been developed. DF Birthing is a method to empower expectant women to get the birthing experience they want. For this to happen today’s prevalent practices need to be changed. For example, a woman should not write her own birth plan, an expert should. Until the woman fully understands and approves it. Decision Free Birthing has been put in practice too.

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The alternative to decision making is transparency.

Decisions are conclusions or resolutions reached after consideration (the Oxford dictionary definition of ‘decision’). When something needs to be considered it means it is not transparent. Create transparency and what follows are not decisions but ‘the logical next step’. When something is transparent you don’t have to think. Transparency allows decisions to be replaced by approvals.

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Decision Free Solutions will save the world.

What if everyone, every organisation, will have his aim achieved? What if you are allowed to do what you excel at – as long as you can explain what you are going to do, and only have to tell them that all is going well, not having to share the details of what it is you are doing right now? What if expertise really matters –  always? What would politics be like? How if healthcare worked that way? Hard to imagine, but easy to start contributing to today. Let us explain how.

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