How can you use collaborative decision-making to drive change?

Collaborative decision-making is dependent on having clear strategies to which all people involved in the decision-making have been proximate. Inviting people to be part of important decisions when they have significant gaps in their understating of current context and organizational positioning is a set up. It feels performative and often backfires, leaving people feeling disengaged or cynical about the process.

Another suggestion for improving collaboration and decision making is to slow things down a little and give people's System Two thinking the chance to weigh in. Try the "Tentative Tuesdays and Final Fridays" approach. Reach a tentative decision on Tuesday and then give people three nights to sleep on it, dream one it, and fully sense into the impacts and consequences of it. Then, revisit it on Friday and inquire into what has arisen as a result of these deeper reflections? Is this still the appropriate decision or does it need to be amended? Often it will be shown to be the right path, but sometimes those three nights of sleeping on it reveal unexamined pitfalls or more nuance and detail that can lead to a better decision.

Collaborative decision-making allows us to identify more areas of threats, benefits and challenges through brainstorming. Participants in the decision-making process are better motivated and better understand the goals of changes

Collaborative decision-making that drives meaningful change often begins with defining the purpose and scope of the process. Simon Sinek's book, "Start With Why: How Great Leaders Inspire Everyone To Take Action," identifies the most critical starting point. Know your WHY. Wise solopreneurs or corporate leaders collect perspectives from stakeholders and participants to ensure the "why" aligns with needs and expectations.

COA development should always be a “team event”…. But when the train leaves the station…. The responsibility of the execution of the SOM falls only on one persons shoulders. If they want the “good idea fairy” to have a say…. Momentum will be loss. And…. momentum loss is time that will never be regained… also keep in mind there is no such thing as a true “event driven” endeavor. In the end everyone wants to be a decision maker…. But few will assume the responsibility that comes with it. Collaborative decision making is for managers in the board room….. not for where “it” counts… in actual construction.

Consider this angle: implement a 'Role & Voice Framework'. For each participant, define their role in the decision-making process and the 'voice' they have, whether it's advisory, consensus-building, or decision-making. This clarity can prevent confusion about the level of contribution expected from each participant. Prior to the process, hold preparatory workshops to ensure that all participants are adequately informed about the decision context and are equipped with the necessary tools and knowledge to contribute effectively. This proactive engagement can optimize the quality of input and ensure that the decision-making process is both inclusive and efficient.

When it comes to collaborative decision-making, it is important to identify all the interested parties (employees, managers, etc.) and their expectations, so that their collaboration can be relevant and a driving force in the decision-making process. In addition, defining roles and responsibilities makes it easier for everyone to contribute to the objective. Finally, dividing the decision-making process into several stages (brainstorming, ideas challenge and choice of final solutions) ensures that one or more decisions are taken at the end of the workshop. Here, the group leader acts not as a decision-maker but as a facilitator

Commonly, leaders include a mix of participants in the collaborative decision-making process. Skill, availability, and the leader's confidence in the participant often influence who is selected. I can't stress enough the importance of diversity in the participants. Exceptional output requires varied input. While it's comfortable to use your go-to-people, untapped insights are waiting to be unleashed in uncommon resources. For instance, including a representative from administration or procurement to your team working on a marketing initiative will add fresh insights that might have otherwise been missed. When you have your diverse team, it's time to codify the vision and prepare the team for the collaborative decision-making process.

Collaborative efforts only work if everyone contributes. To assume team members will do their part is futile, don’t be afraid to help steer all the efforts like a watchdog.

I personally think it is super important to encourage participation and to highlight there are no wrong ideas/thoughts and all thoughts are equally important. Bandwagon effect should be mitigated. And some online tools can also support that. E.g collaborative space where you share simultaniously your ideas but don't see other's ideas immediately.

Generating and evaluating ideas as part of a collaborative decision-making process are best done sequentially. Complete the idea generation before evaluation. Let all ideas be voiced, heard, and understood—no matter how far-fetched. Then, where possible, take a break. One to two days break is best before reconvening. When the team is back together, open up idea generation again. This ensures that new or refined ideas surface. Now, you are ready to combine, refine, and evaluate the decision options using the criteria you established in your vision.

Two cornerstones to every achievable action plan are consistency and accountability. Be consistent in what the end goal of your focus group is, be consistent to what standards these changes are being held to, and be consistent in how each person's input to action these changes are evaluated. Hold yourself, and each member of the team, accountable for each step. Ideas brought to the floor should be treated as though they would be put into practice, and the person presenting it will be directly responsible for its outcome. People who recognize that they're to be responsible for their own decisions are more likely to bring forward ideas that they themselves would invest in.

Brainstorming is one of the greatest parts of problem solving. I like to let this happen over a couple sessions if possible. Sometimes I get my best thoughts at night when I can think quietly after one session.

Some considerations for working with diverse groups: - Never assume someone's perspective but allow them the opportunity to elaborate. -Understand not everyone who has good ideas may want to share them or have the confidence to do so in a public setting. This inability is not a critique of the idea. -Ego has no place in a meeting. The minute a meeting moves to ego driven grandstanding or defensiveness, it is no longer a contribution but a sales pitch. -If you're the smartest person in that room, you're wrong.

The process of collaborative decision making is aimed at combining the input from all stakeholders and therefore at making the best choice from the standpoint of the objectivity.

Consider not deciding as an option, at least temporarily. Make a tentative decision or narrow your choices down to 2-3 winning options and go test them with key stakeholders. Create visual, low resolution prototypes that represent the core value of each option and gain reaction from those stakeholders. This is, of course, not for every decision, but if you can test your decisions or options before making a commitment your decisions can be more robust. This also critically allows you to gain support for and buy in for your decisions. If people are part of your design they are more likely to support, or at least not resist the change it may impose on them.

The team is gelling and has used the criteria to select the best option(s) for change. When communicating the decision to the various stakeholders, use their individual/group expectations as your guide for your message. The option(s) don't change, but how you communicate them will if you want the best support and results from all parties.

Collaborative decision making is a process where multiple individuals or stakeholders work together to make important decisions. When it comes to driving change, collaborative decision making can be implemented in the following steps: 1. Establish a common goal 2. Identify stakeholders: 3. Foster open communication 4. Gather information and insights 5. Collaboratively analyze options 6. Facilitate consensus-building 7. Develop an action plan 8. Implement and monitor 9. Evaluate and learn By utilizing collaborative decision making techniques, individuals can harness the diverse expertise, insights, and perspectives of multiple stakeholders to drive effective and sustainable change.

To finalize and convey the decision, leverage the criteria and methods set initially to choose the optimal change option, or blend and adjust options as necessary. Strive for consensus among participants, or employ a fair voting system if consensus can't be reached. Document and share the decision, including the rationale and supporting evidence, with all participants and stakeholders. Recognize and value everyone's contributions and efforts throughout the process. This approach ensures transparency, inclusivity, and appreciation, fostering a collaborative and respectful environment.

It cannot be emphasized enough the importance of varied perspectives in a collaborative decision-making process. We often ask for input in a way that limits the responses to professional opinions. Ideas based on the company or industry's expertise. However, innovative leaders seek insights beyond their team's professional experience. They find new solutions from personal experiences, different industries, countries, and cultures. For the best answers, you must go to the best sources. Often, the best answers are found in uncommon places.

Truly innovative ideas can only emerge in diverse and inclusive teams so this is definitely an area I would personally prioritise.

Even if there is disagreement on an option, always let it be an option. You never know what can come about or what can be pulled from it.

One thing I have often observed is that the participants tend to be people not directly involved in production. While having knowledge and insights to the product Is important, make sure you aren't overlooking, or underestimating the people doing the work day to day. They often know the problem and have solutions to offer. Often proud, and hard working, who won't bother to say anything because no one asks them. Do the obvious first, and ask, have a conversation with them. It has saved the day for me more than once.