What do you do if your decision making is hindered during organizational change?

Whilst it’s important to go deep to understand root causes it’s equally important to look out. Your project rarely operates in a vacuum and external shifts can be at play. Hire does your project fit with organisational priorities, is the timing right, is the environment favourable. These are hugely important questions to ask, may surrender to. We can often bind out sense of success and ego to individual projects and risk our happiness, confidence and sovereignty because more often than not it’s not about us.

-Identifier les entraves à la prise de décision. Comprendre les causes aide aux solutions. -Clarifier les objectifs pour des décisions éclairées. -Impliquer les équipes dans le processus apporte de nv perspectives & réduit le poids de la prise de décision. -Prioriser les décisions selon impact & urgence. -Décomposer les décisions complexes en parties + gérables. -Gérer le stress & les émotions pour clarifier l'esprit. -Aide à la décision : SWOT, arbres de décision, analyses co?ts-bénéfices, ... -Consulter des mentors, pairs, consultants qui apportent l'expérience. -Tester vos décisions à petite échelle avant la mise en ?uvre complète, révèle les problèmes & affine la décision. -Accepter l'imperfection pour progresser.

1. ?? **Why not seek guidance from a colleague, mentor, or supervisor who has been through similar changes before?** They can offer valuable insights and support to help you navigate the situation smoothly. 2. ? **Why not take some time to reflect during times of change?** Reflecting allows you to pause, gather your thoughts, and make decisions with a clear mind. 3. ?? **Why not gather enough information before making decisions?** Research, ask questions, and seek expert advice to ensure you have all the necessary information to make informed choices. In addition, ??? transparent communication with team and stakeholders is crucial, and maintaining a positive attitude can help you stay motivated and focused during challenging times. ??

There are organizations that run informally through relationships and there are organizations that run formally through processes and procedures. In an informal environment, your best option is to set up a conversation with the stakeholder (or close surrogate) causing the delay and have a friendly but frank conversation about what will happen if the project doesn't move forward. If an organization runs formally, write up a decision document that has an option called "do nothing". Clearly articulate all the negative consequences of the "do nothing" choice, circulate the document to the necessary group of senior leaders and this should get things moving. Often people just understand the consequences of waiting or making no choice.

If decision-making is hindered during organizational change, it's essential to first acknowledge and address the root causes of the hindrance. This may involve reassessing the current decision-making processes, identifying any bottlenecks or barriers, and implementing temporary solutions to keep essential decisions moving forward. Additionally, fostering a culture of collaboration, transparency, and agility can help mitigate the impact of decision-making challenges during times of change.

Collect as much relevant information as possible. This includes data, feedback from stakeholders, and insights into the potential impact of different decisions. A well-informed decision is more likely to be successful. Involve key stakeholders in the decision-making process. They may offer valuable perspectives, identify potential risks, and provide support for the decisions made. Collaborative decision-making can also help in gaining buy-in for the change. Evaluate the risks and benefits associated with each decision. Consider the short-term and long-term implications of your choices on various aspects of the organization, including employees, customers, and financial performance.

It involves collecting relevant information to inform decision-making and strategic planning. By gathering data from various sources such as internal reports, market analysis, and employee feedback, leaders can gain insights into the current state of the organization, identify areas for improvement, and anticipate potential challenges. Data collection should be systematic, ensuring that the information gathered is accurate, reliable, and comprehensive. Additionally, leaders should prioritize gathering both quantitative and qualitative data to gain a holistic understanding of the situation.

Gathering relevant data to support change is crucial. Strong and pertinent data not only illustrates the need for change but also creates a sense of urgency that may be necessary to unblock a stalled change project. Being transparent with the data and providing clear communication about various scenarios—whether the change occurs, does not occur, or happens differently—is essential. This transparency helps to create buy-in from potential stakeholders, whether they are resistant or simply waiting to be convinced. By lifting the veil of the unknown, it guides decision-making and fosters agility as the change project unfolds. As we say: information is power.

It involves collecting relevant information from various sources to inform planning, analysis, and decision-making. Data can be gathered through a variety of methods, including surveys, interviews, observations, and analysis of existing records or documents. By systematically gathering data, organizations can gain insights into trends, patterns, and potential challenges or opportunities. This information serves as a foundation for identifying priorities, setting goals, and developing strategies to achieve desired outcomes. Additionally, gathering data helps ensure that decisions are evidence-based and grounded in objective information, rather than assumptions or anecdotal evidence.

Not all decisions are equal. Some carry more weight and have a greater impact on the organization's success. Considering factors such as long-term consequences, alignment with goals, and potential risks is crucial in change management. For example: prioritizing resource allocation decisions (financial, human, technological) that align with the change strategy. Also avoiding getting bogged down by minor issues or decisions that won't significantly impact the outcome. Prioritization reduces stress as one is able to prevent overwhelmingness in all areas.

Start by evaluating each decision's urgency and its potential impact on the change program. Urgent decisions with high impact should be addressed first to prevent immediate negative consequences. Clearly define the core objectives of the change program to determine which decisions directly align with these objectives and prioritize them accordingly. Focus on decisions that contribute most to achieving the desired outcomes of the change.

It involves identifying and focusing on the most critical decisions that will have the greatest impact on the organization's success during times of transition. By prioritizing decisions, leaders can allocate their time, resources, and attention effectively, ensuring that key issues are addressed promptly and decisively. This process requires careful consideration of factors such as urgency, importance, and alignment with strategic goals. Leaders must also assess the potential consequences of each decision and prioritize those that will contribute most significantly to achieving desired outcomes. Prioritizing decisions helps streamline the change process, reduce confusion, and maintain momentum towards desired objectives.

Everyone struggles during periods of change - whether it is the ambiguity or the desire for self-survival. As such you need to engage with your teams - your day-to-day working team, your leadership team, your change mgmt brain-trust, etc etc. Engage with them effectively and encourage everyone to be open about concerns. By understanding that you should be better armed with the information to get people engaged on decision making. Remind them that decision-making paralysis is not just bad for the change initiative but reflects poorly on them as leaders

t involves actively involving employees in the change process, fostering a sense of ownership, and leveraging their expertise and insights. By engaging the team, leaders can build trust, enhance communication, and promote a culture of collaboration and innovation. This engagement can take various forms, including regular meetings, open forums for discussion, and soliciting feedback and ideas from employees at all levels. Effective engagement also involves providing clear direction, setting expectations, and empowering employees to contribute to the change initiative. Engaging the team fosters a sense of unity and shared purpose, motivating employees to work towards common goals and overcome challenges together.

Reviewing decision-making processes is crucial for identifying and addressing inefficiencies, especially during times of change. Are bureaucratic hurdles slowing down decisions? Can processes be streamlined or automated? By examining and adjusting processes, bottlenecks can be removed, facilitating smoother transitions. Implementing agile decision-making frameworks may be necessary to cope with rapid change. This could involve setting up temporary teams focused solely on change-related decisions.

It involves evaluating existing workflows, procedures, and systems to identify areas for improvement and ensure alignment with strategic goals. By conducting thorough reviews, leaders can streamline operations, enhance efficiency, and adapt processes to meet changing needs and objectives. This process requires a comprehensive assessment of key performance metrics, stakeholder feedback, and best practices in the industry. Additionally, leaders must consider the impact of changes on employees and organizational culture, ensuring that new processes are embraced and effectively implemented. Reviewing processes enables leaders to identify bottlenecks, eliminate redundancies, and foster innovation within the organization.

I have found that having a network of peers has added value to the services I perform for my consulting clients. For instance, I belong to a few mastermind-type groups, including the HR HotSeat, The Consultants Peer Group, and a group called Mainstay Mavens. In each of these, members bring their pressing issues, gain clarity on the underpinning problems, and seek advice on how to move forward. However, seeking internal support from incumbent SMEs, direct reports, and executives can help change leaders make better decisions by using diverse viewpoints and critical thinking. When seeing those viewpoints through various lenses (i.e., objectives, ethics, etc.), the change leader gains self-confidence, and those contributors feel ownership.

Ensure transparent communication throughout the decision-making process. Keep stakeholders informed about the rationale behind decisions, the progress of the change initiative, and any adjustments made along the way. Clear communication can help alleviate concerns and build trust. Prioritize decisions based on their importance and impact on the change initiative's success. Identify the critical areas that require immediate attention and focus your efforts on addressing those first. If you're facing significant challenges in decision-making during organizational change, don't hesitate to seek support from colleagues, mentors, or external consultants who have experience in change management.

It is essential to spend time to develop our abilities to understand and reflect on the norms and values that underline one’s actions, in a context of conflicts of interests, uncertain knowledge and contradictions.

If decision-making is hindered during organizational change in the insurance sector, streamline the process by clarifying roles and responsibilities. Establish clear criteria for evaluating options and prioritize decisions that align with strategic objectives. Foster a culture of transparency and collaboration, soliciting input from diverse stakeholders to inform choices. Utilize data and analytics to support decision-making and mitigate uncertainty. By creating a structured and inclusive decision-making framework, you can navigate change more effectively and make informed choices that drive the organization forward.

My decision making was not optimal at the time when the organisation changes happened. Becsuse it decision was not considered to such unexpected chanegs. so need to review the changes or any enhancement happened to the organisation requirements and objective. Then setup new planning element to matched the new changes, then need to make risk prevented to adapt any changes may takes place again.meaning that need to make different scenarios to be ready and to match the final successful objective with risk and any changes protection.