Decision
Analysis |
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Purpose
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- Apply a systematic thought process to understand data
and actions relevant to finding a solution to a problem.
- Produce information in a useful form to find or refine
a solution.
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Why?
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Everyone makes decisions, and we take
it for granted. It is so automatic, we don't realize how
much we are doing. Recognize what you are doing to develop
good habits of decision making. |
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Decision processes are complex and messy--but
necessary to get to a balanced, workable
solution. To manage the process, decision analysts and facilitators
organize information as it comes in. This helps to:
- Create a systematic thought process.
- Show the evolving relationships of an analytical decisionmaking
process.
Document rationales for analytical methods, evaluation factors,
and decisions |
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How
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Don't count the number of steps you
take up the mountain.
Avoiding the cliffs is what counts. |
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An experienced facilitator
can guide the group through a process
to determine what needs to be done and what will be necessary
to complete the process. The group then becomes a unit working
together to solve the problem--rather than an aggregate of individuals
without focus.
The decison process provides a framework to organize the
input. Steps in the process serve as categories for information
(Use whiteboards, flip charts, or the decision
process worksheets to keep track). To become familiar with
the steps, go through the process yourself first--as a team
member or on an individual decision. This will help show what
goes where. (Note that the number of steps is not sacred--some
books say 4 steps, others 8, and still others 12. Just follow
a logical, well thought out approach.) |
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Using
a Framework |
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Decision processes are simultaneous--rather
than lock-step with discrete, separate phases. When you learned
to drive, you learned about each step separately--but many steps
are applied simultaneously, and all flow together into one smooth
motion.
Likewise, information for many different steps comes in
simultaneously, and it may become confusing. Using the steps
as a framework to show what information goes where allows the
group to see immediately that there are gaps which need to be
filled in before implementation. While decision analysis is
a constant process, bringing it out in the open at critical
junctures can avoid conflicts and keep participants on track:
- Initial venting
- Potentially affected individuals and groups have been
stewing about the problems for a while before the process
is formally started. Initial sessions will probably vent many
fears and frustrations. In the midst of this, many needs , goals,
resources/
constraints , and options
will be voiced. Some individuals may even feel they have the
solution in hand. Recording these will help participants see
that a lot has already been done to develop and evaluate effective
solutions--and what more needs to be done.
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- At each meeting
- Summarizing the decision analysis prior to and at the
beginning of each meeting provides an analytical statement
of where the group is and where it is going. Team leaders
can briefly state accomplishments and status of tasks to logically
lead into what is to be accomplished at the meeting.
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- Taking stock
- Having a list of what has been done at each step helps
quickly determine how changes will affect the process and
what needs to be done to accommodate these changes. This information
and insights can then help update the action
plan.
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Going
in Circles |
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The decision process is not a linear, neat
package. In fact, it isn't even one process. Rather as in driving,
one process to identify and handle problems or changes starts
while in the midst of another. Smaller processes determine one
aspect of analyzing data, documenting and communicating effectively,
or refining a component, while larger processes cover the overall
solution.
Further, the process does not go directly from point A to
point B. At times, it seems as though you have skidded back
to a "previous step." Actually, you are repeating an action
but with a broader, clearer understanding
of issues and participants. New players
(interest groups, core team members, politicians, and others)
enter the process at various points; new data lead to different
evaluations
Think of the process as a spiral as you revisit these steps
at a more comprehensive, "higher" level.
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Go On
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Dragon
Tour NEPA
Compliance <-------> Identify
Problems |
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Helpful
Hints TourHurdles Chart
<----> Consent/Consensus
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Handyman's
Tour<Action Plan
<----> Worksheets |
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