What tools and techniques do you use to facilitate strategic decision-making sessions?

1 Define the problem

At the beginning of any strategic decision-making session, it is important to define the problem or opportunity that you are attempting to address. Doing so assists in clarifying the scope, purpose, and objectives of the session, as well as any criteria and constraints that need to be considered. To define the problem, you can use various tools and techniques such as a problem statement, SWOT analysis, stakeholder analysis, and SMART goals. A problem statement is a concise and specific description of the current situation, the desired situation, and the gap between them. SWOT analysis allows you to identify strengths, weaknesses, opportunities, and threats of a situation and how they impact your goals and options. Stakeholder analysis is a process that identifies and prioritizes people or groups who have an interest or influence in the problem or solution and their needs and expectations. Lastly, SMART goals help set specific, measurable, achievable, relevant, and time-bound goals for the session and the solution.

2 Generate ideas

When making a strategic decision, the next step is to generate ideas or alternatives that could potentially solve the problem or seize the opportunity. This allows you to explore different possibilities, perspectives, and scenarios, as well as stimulate creativity and innovation. To generate ideas, you can use tools and techniques such as brainstorming - which encourages participants to generate as many ideas as possible in a limited time - or brainwriting - which involves participants writing down their ideas on paper or cards and passing them to others for further input or modification. SCAMPER, a mnemonic that prompts participants to think of ideas by applying different actions to the problem or solution, is also an option. Lastly, there is Six Thinking Hats - a method that assigns different roles or perspectives to participants and asks them to generate ideas from that point of view.

3 Evaluate ideas

The third step in any strategic decision-making session is to evaluate ideas or alternatives that have been generated, and to select the best ones that meet the criteria and constraints of the problem and the goals. This helps you assess the feasibility, desirability, and viability of each idea by comparing and contrasting their strengths and weaknesses. To evaluate ideas, you can use tools and techniques such as dot voting, pros and cons, a decision matrix, or a cost-benefit analysis. Dot voting allows participants to express their preferences or opinions by placing dots or stickers on the ideas they like or support. Pros and cons is a simple method that lists the advantages and disadvantages of each idea. A decision matrix creates a table or grid that compares the ideas based on multiple criteria or factors, assigning scores or ratings to each one. Lastly, cost-benefit analysis calculates the costs and benefits of each idea, determining the net value or return on investment of each one.

4 Plan actions

The final step in any strategic decision-making session is to plan actions or steps that will implement the selected ideas or solutions, and to monitor and evaluate their progress and results. This helps you to translate your decisions into actions, and to ensure that they are aligned with your goals and vision. To do so, you can use tools like an action plan, which outlines tasks, responsibilities, resources, timelines, and indicators of success. Additionally, a Gantt chart can show the schedule, sequence, and dependencies of the tasks. Additionally, a RACI matrix can clarify roles and responsibilities for each task. Finally, the PDCA cycle guides continuous improvement of the actions or solutions.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?