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Tools for Making Decisions

DECISION-MAKING TOOLSVIEWGRAPH 1Tools for Making Decisions Multivoting Reduces long lists of ideas Identifies important items Nominal Group Technique Generates ideas Prioritizes itemsDECISION-MAKING TOOLSVIEWGRAPH 2What Is Multivoting?A group decision-making technique usedto reduce a long list of items to a manageable number by means of astructured series of votes.DECISION-MAKING TOOLSVIEWGRAPH 3Benefits of Multivoting Reduces a list Prioritizes a list Identifies important itemsDECISION-MAKING TOOLSVIEWGRAPH 4Multivoting ProceduresStep 1 - Work from a large listStep 2 - Assign letter to each itemStep 3 - VoteStep 4 - Tally the votesStep 5 - RepeatDECISION-MAKING TOOLSVIEWGRAPH 5Multivoting Rule ofThumbNumber on Team Eliminate itemswith5 or fewer 0, 1, or 2 votes6 to 15 3 or fewer votesmore than 15 4 or fewer votesDECISION-MAKING TOOLSVIEWGRAPH 6 |A. No agenda | I. Problems not mentioned|||| B. Noclear objectives |||| J. Interrupted by phonecalls ||C. Going off on tangents || K. Fewmeaningful metrics |D. Extraneous topics |||| L. Interrupted by visitors ||E. Too many "sea stories" |||M. No administrative support|||| | F. Vital membersmissing ||||N. Meetings extended frommeeting beyond allotted time|||| G. Notenough preparation |||| O. Members distractedby formeetings pressing operations|||| H. Toomuch "dog and pony"P. Unclear chartsMultivoting ExampleFirst Vote TallyDECISION-MAKING TOOLSVIEWGRAPH 7Multivoting ExampleSecond Vote TallyB. No clear objectivesF. Vital members missing from meetingG. Not enough preparation for meetingsH. Too much "dog and pony"J. Interrupted by phone callsL. Interrupted by visitorsN. Meetings extended beyond allotted timeO. Members distracted by pressing operationsDECISION-MAKING TOOLSVIEWGRAPH 8Multivoting Exercise 1SIGNS OF FEAR IN THE WORKPLACEa. Flooded with detailb. "Don't rock the boat"c. Mixed messagesd. Attacks/defensivenesse. People afraid to say "I don'tknow"f. Chronic indecisiong. "This too shall pass"h. News always goodi. Withholding informationj. Changing subjectk. Self-protective behaviorsl. Hidden agenda syndromem. Turf battlesn. Not willing to accept responsibilityo. We vs. theyp. Resisting requestsq. Tamperingr. Staffing redundanciess. Constantly changing policiest. Myopic visionu. Isolationv. Micromanagingw. Goals without a plan for achieving themx. Blame othersy. Denialz. Resistance to new knowledgeaa. People afraid to ask questionsab. "This is good for my people, notfor me"ac. Concern with return on investmentad. Focus on grades, instead of learningae. Lack of new ideasaf. Fear that some work can be done byfewer peopleag. Resistance to changeah. Avoidance of risk-takingai. "Just doing my job"aj. Stressak. Recurrent absenteeismal. Widespread dissatisfactionam. Deadline anxietyan. Enforcement approach to rulesao. Turnover of creative thinkersSource:Managing Fear in the Workplace, TQLO Publication No. 93-01DECISION-MAKING TOOLSVIEWGRAPH 9Multivoting ExerciseTally SheetA __________ M __________ Y __________ AK_________B __________ N __________ Z __________ AL_________C __________ O __________ AA _________ AM_________D __________ P __________ AB _________ AN_________E __________ Q __________ AC _________ AO_________F __________ R __________ AD _________ AP_________G __________ S __________ AE _________ AQ_________H __________ T __________ AF _________ AR_________I __________ U __________ AG _________ AS_________J __________ V __________ AH _________ AT_________K __________ W __________ AI _________ AU_________L __________ X __________ AJ _________ AV_________DECISION-MAKING TOOLSVIEWGRAPH 10Multivoting Exercise 2Voting InformationPetty Officer Smith A, B, D, I, N, RMr. Avery C, D, I, N, Q, RLt. Tam B, J, L, N, R, QMs. Matsumoto A, C, D, I, N, RSgt. Bedsole E, G, L, N, P, QPetty Officer Browne C, E, H, K, M, ODECISION-MAKING TOOLSVIEWGRAPH 11Multivoting Exercise 2Tally SheetA =B =C =D =E =F =G =H = I =J =K =L =M =N =O =P =Q =R =0DECISION-MAKING TOOLSVIEWGRAPH 12What Is Nominal GroupTechnique?A weighted ranking method that allowsa group to generate and prioritize a large number of issues within astructure that gives everyone an equal voice.DECISION-MAKING TOOLSVIEWGRAPH 13Benefits of Using NGT Reduces the number of issues All team members participate Rank orders itemsDECISION-MAKING TOOLSVIEWGRAPH 14NGT Part I - Define the Issue and Generate Ideas Define the issue Generate ideas Collect ideas Clarify ideas Combine ideasDECISION-MAKING TOOLSVIEWGRAPH 15NGT Part II - Make the Selection Assign letters to ideas Rank ideas independently Collate the rankings Add the rankings Rewrite the list in priority order Perform a sanity checkDECISION-MAKING TOOLSVIEWGRAPH 16Issue PO1 MAJ SGT MR ENS Total Priority JONES SMITH ABLE GOOD FELLER A 7 5 1 6 5 24 2 B 2 1 6 3 2 14 6 C 6 4 5 4 4 23 3 D 1 2 3 2 3 11 7 E 5 6 4 5 6 26 1 F 3 3 2 7 7 22 4 G 4 7 7 1 1 20 5NGT Example 1ResultsDECISION-MAKING TOOLSVIEWGRAPH 17NGT Example 1PrioritizationE. Unclear mission and objectivesA. Ineffective organizational structureC. Lack of trainingF. Poor distribution of officemailG. Lack of feedback on reportsto managementB. Poor communications outsidethe officeD. Poor communications within theofficeDECISION-MAKING TOOLSVIEWGRAPH 18RANKING:A. Haven't set the anchor properly 6,7, 6, 4, 4, 7, 4 =B. Not enough chain out 5, 5, 7,5, 5, 6, 7 =C. Bottom not assessed properly 7,6, 5, 6, 7, 5, 6 =D. Ship isn't steaming at anchorproperly 1, 1, 1, 2, 1, 2, 1 =E. Piling too much anchor chainon the flukes 2, 2, 4, 3, 3, 3, 3 =F. Inadequate navigational fixes 3, 4, 3, 7, 6, 4, 2 =G. QMs not notifying CDO of weather changes 4, 3, 2, 1, 2, 1, 5 =PRIORITIZATION: C, B, A, F, E,G, DNGT Example 2 Ranking and Prioritization3840429202918

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