You’re trying to make a big decision. How can you be sure you’re making the right choice?

Remember that there are no stupid questions when you are trying to define the problem. The more you ask, the better you will understand, assuming you are listening to the answers you are getting. The better understanding you have, the more accurate and precise your problem definition would be.

In my opinion, it's bigger than just defining the problem. It is about deciding how to decide. Take time to pause before diving in and ask questions such as these: What is the core of the issue you are deciding on? What assumptions shape your view of this decision? Who has the final say and how will you decide? What intelligence would challenge your assumptions and help generate more options? What criteria guide your final decision? What is the ripple effect of this decision? Where must you apply the most effort? Is now a good time for this decision, or should it be deferred? I hope these help!

1. Define the problem and what piece (partial/whole thing) you're trying to find a solution for. 2. Consider who the stakeholder groups are and what the impact to each there will be 3. Generate potential solutions/answers. Be careful not to judge at this point. 4. Do a cost/benefit of each solution. It does not have to be complex; it should give you a feel for general issues. If needed, set a timer. 5. Prioritize and pick one; validate it with others if needed. Again, set a time if needed. 6. Implement the decision and move on. Come back to it periodically to make sure it is still valid. 7. Move on, you and others have made a decision with the best information you had at a point in time.

Leaders in most modern organizations rely on data and analytics to inform their decision-making processes. Seek available, reliable data when you’re defining a problem, too. Data insights give you valuable context that can help you better define the problem from the outset. If there’s no available data, do as suggested. Time permitting, conduct surveys or focus groups with your stakeholders. Let them help you define the issue. They may surprise you with the additional insights they uncover for you.

Determine who has the problem and who else are affected by whether and how the problem is addressed. Can you find allies or even form a coalition willing to take on the problem? Will there be opposition and what would lessen the opposition? Is there even agreement about what the problem is, let alone what may or may not solve it?

Make sure you and everyone associated with the initiative knows the target. You have to know where you are going before you can decide the path to get there.

You can't be sure. There is always risk. If you have a real need to "be sure" you are probably the wrong decision maker. You will take the easy way out which typically means you will stay in your comfort zone. That's a waste of an opportunity

In my younger days I would try to jump right in a "fix" the problem. That didn't always work very well. So now my first step is to pray and ask for wisdom and guidance.

It's always so easy to say... "Define the problem"... Delivering good problem statement quality requires a experianced moderator. It's about working out the details and being as precise as possible when describing the problem. You also need to have the courage to postpone the problem definition until you have enough information... Es sagt sich immer so leicht... "Definiere das Problem"... Alleine hier eine gute Qualität abzuliefern, bedarf eines guten Moderators. Es geht darum, die Details herauszuarbeiten und bei der Problembeschreibung so präzise als möglich zu sein. Man muss auch mal den Mut haben und die Problemdefinition verschieben, bis ausreichend Informationen bereitstehen...

What I've found helpful though is answering the question What's my/our highest excitement? Enthusiasm and the feeling of the highest excitement for the decision that's beyond 'realism' goes a long way in creating momentum

Additionally… I ask that we consider inclusive and equitable actions. Inclusive is creating multiple paths to compliance. This flexibility provides space for win-win milestone achievements. Equitable decision making includes hearing from all stakeholders, especially the least empowered individuals. Invite communication in multiple channels both anonymous and non-anonymous.

Get round a table and talk! Simple as that! I'm not a great believer in using 'tools'... they can be cumbersome and restrictive. So... get round a table and get everyone's opinions and ideas.

When analyzing, prioritizing, or gaining consensus, most participants just default to "their favorite". Nope. As a facilitator, I encourage criteria so the decision is solid. Return on investment? Likelihood of success? Applicable to the critical objective? Achievable? Affordable? Implementable?

The criteria has to include a stakeholder analysis, which can be as small as your own assessment of who the stakeholders are and what they would expect as far as analysis, reasoning, options, change. However; criteria development can be much larger depending on the complexity of the stakeholder pool.

I am a firm believer of a focus group discussion. It allows the decision maker to come up with a pool of ideas. You may also be able to gather applicable tools as well.

Identify 3-5 criteria for making the decision. No framework is going to be perfect, but you can at least have some objective ways of looking at the problem. - WSJF from SAFe is a good framework for priotritization - The delegation matrix from Jurgen Appelo is a nice one also on delegation - etc. You can also customize your own. Having more dimensions to look at can give everyone more confidence in the decision. For example, my wife was trying to score children's drawings. She was using a simple scoring system: from 1 to 10. She was not sure whether she was making the right calls, because some of the drawings were similar. We split the system into 3 dimensions: Drawing, Expresiveness, Color. Differences became very clear.

While generating the options, us methods of critical thinking and innovative thinking. This can help to structure the way options are generated.

Get around a table and simply right down everyone's thoughts and ideas. No discussion initially, just get down some ideas and think about them later.

Indeed, generating options is helpful. We must not limit ourselves with the things that we only know. Research plays a crucial role on this.

Cette étape est primordiale. Pour identifier les multitudes d'options, il faut trouver les bonnes personnes dans les différents services impliqués afin d'imaginer les différents scénarii.

Generation should be free flowing. No idea is a bad idea. This is a hard thing to do, but giving people a goal like 10 solutions in 10 minutes from each person can help a lot. Keep shaming out of it. Mindmaps and affinity diagrams are also great at generating and linking ideas. For example we once wanted to create a learning plan for new Agile Coaches in a company. We've created a midnmap which included training, books, workshops, on-the-job coaching and training, real live projects/challenges. We started from this information and we've created a personalized learning timeline for each person.

When generating options, assume there are no bad ideas. Be open to everything - at least initially. It’s common during idea sessions to find reasons to shoot down others’ ideas. We fall back into patterns like saying, “We tried something like that before and it didn’t work.” A typical reaction to a comment like that is to back away from the idea. Instead, ask why the idea didn’t work previously. You might find that it’s a solid idea but wasn’t right at the time. Or maybe it wasn’t executed well the first time. Stay open to all ideas during this phase so you don’t miss out on a potentially great solution.

The evaluation of alternatives begins with the definition of the problem. Leaving these two points as independent leads to bad decisions.

Now it's time to assess the options written down earlier. Go through them one by one and get all opinions before deciding on which one to go with.

Evaluation of options needs to be scaled by factors: 1. Is the solution set outside of the organization’s expertise? If so, seek outside analysis. 2. Is there an expectation of impact analysis provided by stakeholders? If so, develop a scenario based scoring system around the options. 3. Can you present cost, risk and benefits for each option? If so, diagram that analysis.

La méthode la plus simple est de créer son propre tableau. Identifier les différents critères d'évaluation et attribuer des notes entre 1 et 5 pour chacun. Il est possible de pondérer certains critères.

This is where the dimensions from step 2 become useful. Feel free to modify them if new information pops up. Usually they should be enough, but add, remove dimensions. Also establish the scoring system. Sometimes it's addition, sometimes it's averages. Sometimes we might feel that one of the dimensions is actually more important than others so it should have a bigger weight.

I would say that big strategic decisions typically don’t need to happen right away. If I’m toying with an idea that will require buy in from the team I like to “plant seeds”. Especially, if it is a drastic change from the status quo. In my experience, I usually encounter some resistance when I throw the first handful of seeds…but it gets the team thinking. The next time I bring it up, more of the team is keen to the idea…so I plant some more seeds. Next thing you know, the team is charting the way forward. That approach has worked well for me in my current position over the past few years.

Sometimes it's difficult to get 100% agreement on which is the best option. If that's the case, talk some more and maybe do some more research, if time allows. Then get back together and hammer out the details.

Remember to “fall in love” with the problem and not with the solution. Meaning, do not lock yourself on the solution that you are trying to get to, rather, try to keep your mind opened and consider everything in light of the problem and not the solution.

The best option should become obvious from the scoring system. However the problem might be complex, with multiple root causes. In these cases, have a system like Paretto Analysis (80-20) to decide what to do. Also make sure you have things you want to do in the short term, but also have things which you can plan in the long term.

When it’s difficult selecting an option that most people in your group agree with, take yourselves out of the equation. Ask yourselves, “Which option gives us the best chance of achieving what our organization or stakeholders need?” Asking the question helps take any lingering personal bias out of your heads. It refocuses the group on the desired business outcome and what it’s going to take to get there as efficiently and cost-effectively as possible.

Pas toujours facile de choisir la meilleure option. L'important est de faire un choix et de s'y tenir. Toutefois, s'il s'avère non judicieux, il faut être capable de réagir et de s'adapter aux évolutions du marché.

Be careful not to judge a decision with hindsight bias. The only question you can realistically answer is whether it was the right decision at the time, given the information available to the decision-makers at the time. Also make sure to judge the process by which the decision was reached separately from the decision itself and remember that an unfavourable outcome does not necessarily mean the decision was wrong.

Remember that life isn’t perfect. You are not perfect. You can’t look around every corner and peek under every rock. Gather as much information as you can, align with your intuition, and decide. You might only feel 80% confident - that’s OK. We can NEVER fail as long as we learn from our decisions. And if you’re working in an organization or for a leader that demands 100% all the time, that punishes your best efforts and penalizes learning from mistakes - recognize the huge lack of psychological safety. And give yourself permission to seek a safer environment.

I always recommend the weighted criteria matrix approach for non reversible decisions. If doing it that way then there’s an additional step before making the final decision. The “what-if” step can be done by changing the weighted criteria to see how robust the choice is to being partly wrong on the weighting or even dropping some criteria altogether. 😊

Decision MANAGING is more important than Decision MAKING. Implementing a decision will give you real time feedback. Adjusting your decision and implementation will be the key to success

When faced with making a decision, avoid excessive overthinking and analysis. Instead, assess the facts, seek input from knowledgeable individuals, and reflect on how each option resonates with your core values. Keep in mind that no decision risk free, so strive to make the most informed choice possible with the available information. If the outcome doesn't align with your expectations, be kind to yourself and allow room for growth.

Right choice and wrong choice makes the decision sound binary, which it rarely is. The first step in decision making is understanding that regardless of the final choice made, there is almost always risk, and there is always something to learn. Also, if your choice turns out poorly, it does not mean that the other choice would have definitively ended better. Once you choose a path, you can't know how the other would have panned out. Don't live in the past regret - instead, see how these decisions moved you into the situation you are now in and consider the decisions you can make to move yourself toward the outcomes that you desire. Then, thank yourself for choosing a path where you learned, gained perspective, and narrowed your focus.

I'm of the mind that decisions can also be reversed. Granted, decisions come with financial implications but I tend to choose options and then set a measurement, define the tolerance level, set a period of time to "experiment" and of course, document learning and insights as you go. The documenting might be useful to another team who is considering going down a similar road. The key in decision making is identifying the problem, due diligence with all stakeholders, setting parameters for how to decide, measuring impact, change management, and time.

Avoid “Analysis Paralysis” situation where one can try to define and refine the problem, set metrics to measure and generate ideas for the resolution and so on and get stuck in endless loop of overthinking the decision needed to be made.

Everything we need to know is in the body. I support people to access their bodily reactions to potential choices or decisions. I get them to stand in each option and see how it feels in their body. The body never lies, and having that bodily clarity helps people to stop vacillating to get out of their minds and into the deep truth of what is really going on and what matters to them.

Not making any decision is the worst one ever. Even it might be a wrong choice (who knows?), you’d better make a quick decision and try your best to make it happen. You can avoid the worst situation any how & you will get many things learned.