1.

Clarify Objective

·         Determine the one outcome you need to achieve and write it down so everyone involved is clear about what needs to be achieved.

·         Ask yourself and/or the group a few questions.  Is the objective realistically achievable, given the timeframe, a budget, available support, etc.

·         Take an honest look for any biases you or members of the group bring to the process

2.

Identify Alternatives

·         Brainstorm all possible options.  No idea is off limits at this point.

·         Be sure everyone participates if this is a group decision.

·         Pay particular attention to factual data.

·         Remember:  doing nothing is always an alternative so be sure to list it.

3.

Compare Alternatives

·         List alternatives, omitting only obvious duplicates or alternatives unrelated to the decision being made.

·         Attach a numerical value (1-10) to each alternative based on how well it satisfies the objective

·         Pay particular attention to any alternative if it requires the sacrificing an ethical principle.

·         As much as possible, keep emotions out of process.  However, if the decision carries a lot of emotion, and some will, refer to the Kepner Tregoe decision-making model at Decision Making Confidence (opens new window) This model shows you how to incorporate emotions into the business decision-making process. 

4.

Choose the Best Alternative

·         Which alternative scored the highest? 

·         Is there anything about the decision that doesn’t “sit right”?

·         There may not be a single “right” decision, but there will always be a “best” decision.  The best might be a hybrid of two alternatives.

5.

Test the Choice

·         Carefully examine your best alternative based on forces that you can’t control but could impact the outcome (budget reduction, loss of a key player, a competitive disadvantage, etc.)

·         Be sure to consider as many risks as possible (rejection of your decision by senior management, sabotage by a dissatisfied team member, etc.).

·         Consider the impact of your and/or the group’s strengths and weaknesses in being able to implement your choice.

·         The final step before implementing a decision is ALWAYS ask, “What could go wrong”?  This step might include a paralyzing weather event, a change in state or national law, an industry or nationwide economic downturn, etc.

6.

Implement the Decision

·         Commit to implementation, but wait as long as possible, depending on the time sensitivity of the decision.  This allows for more information to be received that might impact the outcome.

·         Seek internal and external feedback early and often.

·         Be sure everyone knows their role in implementing the decision.

·         Maximize the benefits and minimize the costs and risks.

·         Implement.

7.

Monitor and Modify

·         Did the decision achieve the desires outcome?  It probably did, but if not, why not? What was overlooked?

·         How well did the process work? Is there anything you could have done differently?

·         Adjust to new information and be willing to revise your plan.