How can you manage decision-making with multiple decision-makers?

One thing I have found helpful At first, we need to explore different options to help us achieve the goal and assess their pros and cons, risks and benefits, costs and benefits, and feasibility and desirability. We should also consider the impact of each alternative on the different stakeholders and how they align with their interests and expectations. We can use tools such as brainstorming, SWOT analysis or cost-benefit analysis to generate and evaluate alternatives and then Seek new input and get feedback from the decision-makers. We should monitor and adjust recent changes. Decision-making is a dynamic process.

Gather input from all decision-makers. It is important to get input from all of the decision-makers, even if they have different perspectives. Communicate effectively with the decision-makers. It is important to communicate effectively with the decision-makers throughout the decision-making process. This includes providing them with clear and concise information about the decision, as well as listening to their concerns and feedback. Build consensus among the decision-makers. It is ideal to build consensus among the decision-makers before making a final decision. This means finding a solution that everyone can agree on, or at least a solution that the majority of the decision-makers can support.

I have observed the decision making process can be longer due to push back or delay in decision due to einsufficient data or cost benefits analysis to support, or lack of empowerment or fear of making decisions and bear the consequences

?? Lead with clarity in consensus-driven environments! When faced with multiple decision-makers, I'd stress the criticality of an organized, methodical approach. Firstly, pinpoint the decision's scope by establishing clear criteria. Ensure everyone is on the same page by presenting the decision statement and its overarching goals. Recognize and engage critical players, fostering trust through effective communication. By understanding stakeholder interests, you can preemptively manage potential conflicts. Consistent reporting is paramount to track progress and pivots. Finally, rational deliberation of alternatives ensures objective and mutually beneficial resolutions

In my experience, traditional models like SMART Goals, while effective in structured settings, may not suffice in addressing the nuanced complexities of human emotions and traumas. They risk reducing individuals to mere cogs in a machine, ignoring their unique "innerverse" of strengths and weaknesses. A humanistic approach allows for your prospective collaborators to have a deeper, more empathetic engagement (and therefore GENUINE and SUPPORTIVE buy-in). This method respects individuality and fosters genuine emotional connections, thereby enhancing both personal and collective resilience. In fields that involve emotional well-being, such as yours, a humanistic perspective offers a more meaningful impact. Who would've thought? :)

An organisation must be very clear with each role they hire for in management, the role should carry a corresponding decision making responsibility. The primary person in charge of a particular unit/division/department’s decision should first present their case. Being closer to the matter on hand, their decision should carry a lot of weight. In cases where there is a JV, the reality is the largest shareholder has the most say and in management, the top gun eg CEO or MD. As management, we should also be careful about not listening to the people we placed as generals. They should be able to properly advise us to come to a good decision.

Determine who the key decision-makers are. It's essential to have a clear understanding of roles and responsibilities in the decision-making process. Ensure that relevant stakeholders are involved.

After identifying, the communication matrix has to be created to loop everyone appropriately. In addition, key stakeholders to be identified to take lead on all communication protocols

RACI is a good way in managing decision making and stakeholders engagement. RACI would give us some clear perspective and guidelines whom we should lobby and get buy in and steer the decision making process without compromising the timeline

Mutiny From A Thousand Chiefs It MUST be established from the beginning, either - One person will have the final decision, no matter what comes out of the collaboration or - It is a group decision If this is not established upfront, a thousand chiefs will form, or cliques; either way, it's a must mutiny.

I use a combination of SWOT analysis and logic trees to get to the decisions at times it is me working unilaterally or there is a team of appropriate stakeholders. The key thing about a swot analysis is if you are making assumptions, it is much better to try to ground those assumptions in as much intelligence and fact gathering as you can, with regard to logic trees, they are truly indispensable provided you categorize the branches of the trees correctly and identify the elements of each branch. Many time a branch will lead to new unconsidered decision points

Collect all relevant information and data that can inform the decision. This might involve market research, financial analysis, or input from various team members. Ensure data is accurate and up-to-date.

In the decision-making process, the question of "why" is significant. To ensure that the choice is justified, conducting thorough research is essential. Gathering data and information using appropriate methods and sources can assist greatly in justifying the choice and make other decision-makers more confident in supporting the decision being chosen.

Clarity - Establish the End State or Goal The management of the process becomes easier if we spend enough time with the decision-makers so that they clearly understand the desired end state or goal. It seems most issues result from a lack of clarity. It sounds simple, but every person in the process will hear something different and think something different if you don't spend the time inculcating what you are trying to accomplish. Once we have done this, every decision can be tested against the end state or goal. If it doesn’t pass the test, we must go back and rethink the decision. If we can do that, most tools or techniques will help in the process…if we don’t, the tools or techniques won’t help. Clarity. Simplicity. Execution.

Following up on the example of the product launch: Depending on the stage of product development, you'll need to consider different types of metrics. In the early stage—strategic analysis—you'll mainly focus on estimated business costs like headcount, as well as business/user growth impact and overall market data and trends. As you get closer to launch, metrics become more focused, based on testing and experimentation results and critical product data you typically use to gauge progress. Therefore, identify a set of data criteria at different stages of product development, relevant for decision-making, which will vary in each case.

Before making any decision, have a very transparent communication where everybody can freely put their ideas and it allows for constructive feedback. This will allow us to come up with decisions that are fruitful to the team without any major compromises.

Conduct structured meetings or discussions with the decision-makers. Encourage open and constructive dialogue. Each decision-maker should have the opportunity to express their perspective and concerns.

At this stage and after gathering all necessary data and information to justify your decision, open and transparent discussion with other decision-makers is a way to elicit support and clarify any ambiguity. It is an opportunity to listen to different viewpoints and foster an environment where everyone feels comfortable expressing their thoughts and concerns. Paying attention to all points raised during these meetings and sessions is essential, as they may highlight potential challenges you may encounter while trying to justify your decision.

Constructive feedback and Intelligent discussion will certainly lead to an objective result. The committee or stakeholders must have the same understanding and guidelines

We should encourage each other to actively listen, to accept and consider various viewpoints, and evaluate the data and information supporting each of the arguments. Keep an open mind when faced with different perspectives. Also it is important we should understand that not everyone excels at presenting their views. The smooth presenters are not always delivering the best information.

Once the discussion is complete, facilitate the decision-making process. This might involve a vote, consensus-building, or other decision-making methods. After the decision is made, communicate it clearly to all relevant stakeholders.

I would add this step which is developing a set of clear decision-making criteria that will guide the evaluation and selection process. This will assist decision-makers in assessing options and aligning their choices with the criteria agreed upon. Furthermore, the role mapping of roles and responsibilities designed earlier will guide the communication process in which the decision maker's approval is crucial and which is not. Most importantly, communicate confidently, and precisely to everyone involved so as to encourage collective support and approval.

Open Communication: Foster open and transparent communication among decision-makers. Encourage them to share their perspectives, concerns, and ideas openly. Effective communication is crucial for understanding differing viewpoints. Time Constraints: Set deadlines for making decisions. Time constraints can help prevent prolonged discussions and ensure that decisions are made in a timely manner. Conflict Resolution: Implement a process for resolving conflicts that may arise during the decision-making process. Mediation or the involvement of a neutral third party may be necessary in some cases.

In the end of the review, always repeat all key agreements and approvals, to make sure everyone is on the same page. This is still not enough, if it was a meeting, write a follow-up note to the same group and tag key POCs to take on the actions.

Once a decision is reached, document it clearly. Communicate the decision to all relevant parties, including those who were not directly involved in the process. Explain the rationale behind the decision.

Engaging stakeholders in “small bites” of the decision-making process can lead to a quick, collective decision while avoiding decision fatigue among the group. 1. Create a problem statement: who, what, when, where, why, how. 2. Identify impacted parties. These are your customers for the decision. Include internal and external customers. 3. Rewrite the problem from the perspective of each impacted party. 4. Obtain buy-in from impacted stakeholders on the problem. 5. Work with key challengers offline to dedicate focus on their impact. 6. Create a solution statement: who, what, when, where, why, and how. 7. Rewrite the solution from the perspective of each impacted party. 8. Obtain buy-in from impacted stakeholders on the solution.

Consider a study on decision-making involving multiple executives, led by scientist Philip Tetlock. He studied forecasting for over 30 years, identifying "superforecasters" with traits like open-mindedness and curiosity. These individuals think diversely, using pragmatism, psychology, or probabilities. Tetlock formed teams of superforecasters who harnessed cognitive diversity. By combining their unique perspectives and expertise, they corrected each other's biases and blind spots, resulting in a remarkable 23% improvement in forecast accuracy. This illustrates the power of diverse thinking in decision-making.

In managing decision-making with multiple executives, it's crucial to avoid the following mistakes: 1. Avoiding communication can lead to misunderstandings and conflicting decisions. 2. Ignoring diverse perspectives can result in biased or incomplete decisions. 3. Micromanaging the process hampers creativity and collaboration. 4. Neglecting conflict resolution can escalate tensions and disrupt the decision-making process. 5. Disregarding data and relying solely on intuition can lead to suboptimal decisions. 6. Overlooking team dynamics can hinder cooperation and lead to power struggles. 7. Neglecting consensus building can result in decisions that are not fully supported by the team.

Continuous Improvement: After a decision has been made, evaluate its outcomes and learn from the process. Use this feedback to improve future decision-making processes. Technology Tools: Consider using technology tools, such as decision support software or project management tools, to streamline the decision-making process and facilitate collaboration among decision-makers. Training and Development: Provide training and development opportunities for decision-makers to enhance their decision-making skills and ensure they are aligned with the organization's goals. Effective decision-making with multiple decision-makers requires patience, collaboration, and a commitment to finding the best solutions for the organization or team.

Escuta ativa é fundamental. Reuna as pessoas envolvidas e discuta o assunto. Ou?a com empatia os diferentes pontos de vista buscando sempre afastar seus paradigmas. é preciso perceber também quando o tempo de discuss?o se esgotou e é a hora de decidir. Considere tudo o que você ouviu e tenha em mente que decis?es sobre assuntos complexos normalmente n?o s?o neutras ou seja, podem haver impactos indesejados para algumas das partes interessadas. é precio estar confiante que a decis?o tomada é a que trará mais resultados positivos considerando o contexto como um todo.