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.
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.Back to all explanations Message me about this explanation
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