Understanding that decisions increase risk impacts all.

That decisions increase risk is not semantics, it is logic. Once this paradigm shift is accepted everything changes. Decisions are unsubstantiated choices (which is explained in this article). Choices which may or may not contribute to achieving a desired outcome. From this follows that decisions may have several causes. The desired outcome may not be clear, the expertise needed to see how a certain choice will contribute to achieving it may be missing, or the conditions are not in place to utilise this expertise (e.g. somebody else may make decisions despite the expertise being available).

When desired outcomes are ambiguous or poorly communicated, when it is generally unclear when a goal is actually achieved,  there is no escaping decision making. To avoid decision making starts with easy to understand desired outcomes. Throughout the entire organisation.

With that in place, to identify a decision is relatively straightforward: ask for the substantiation of how a particular choice (proposal, course of action) is to contribute to a particular desired outcome. If this link does not become transparent the choice is a decision which increases the risk the goal will not be achieve.

But there are also other type of decisions which may not be so easy to identify at first. To tell an expert how to do his/her work — in absence as to how a particular way of working is contributing to achieving a goal —  is also a decision. Contracts, protocols and checklists are examples of how experts (e.g. employees, vendors) can be told how to do their work. Selecting team members, distributing work packages, hiring people — all choices which may be decisions in absence of substantiations as to why a certain person is suited (has the expertise) to achieve what (an unambiguous desired outcome) in what way.

Then, having identified all the various areas and causes of decision making, how to start avoiding them? Where to begin?

Decision Free Solutions introduces the paradigm shift that decisions increase risk and need to be avoided. A paradigm shift, by its very nature, is not something that takes place overnight. Different people will make the shift at a different rate, some people will resist the shift, and, in absence of sufficient simplicity and logic, some people may never make it at all.

Introducing a paradigm shift falls into the realm of change management. In the large body of literature for change management there are many recurring themes. One of these is the need for a ‘change leader’. When introducing Decision Free Solutions (or rather, the concept of Risk Minimisation) to an organisation, it is likely to be done in a part of the organisation (e.g. a department, or a particular project) associated with considerable risk. This allows for a certain level of ‘control’ and will facilitate the identification of any benefits gained. In this part of the organisation the conditions to identify the expert and to optimally utilise the expert’s expertise are to be provided.

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The approach of Decision Free Solutions uses four steps (DICE), five principles (TONNNO) and the role of the Decision Free Leader (DFL) to achieve this. An introduction to the approach of Decision Free Solutions is provided in a short article you will find here.

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Explaining the Fundamentals of Decision Free Solutions

Everybody can manage risk, only few can minimise it.

In every organisation there are both identified and unidentified risks. To manage identified risks is straightforward. Everybody can manage identified risks. Which leaves the unidentified risks. Who will minimise these? Not everybody can.

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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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