Mapping Your Decisions

map v. To represent by a map; -- often with out; as, to survey and map, or map out, a county. Hence, figuratively: To represent or indicate systematically and clearly; to sketch; to plan; as, to map, or map out, a journey; to map out business.

Most people find it helpful to have the use of tools to support high quality decision making. Depending on the situation, we commonly use three:

1. Enterprise Decision Map. An organizational summary view of decisions by class along with high level information on how each type decision gets made.

2. Decision Playbook. A description of how a specific class of decisions, or a specific decision, should be processed to conclusion.

3. Decision “One-Pager”. Guide and summary view to a single decision: how it was declared, how it was worked, and the recommended choice and action.

The Enterprise Decision Map and Decision Playbook are organizational tools. They create context for the organization because they show how decisions link and work. One of the most important things they help you do is “set the dials” on what we call “The Four Decision Paradoxes.” They are:

1. Inclusion vs. Efficiency

2. Empowerment vs. Control

3. Rules vs. Method

4. Head vs. Heart

The Decision One-Pager is task level tool. It helps support quality decision making by making visible the discipline and process used to work specific decisions.

There are many possible ways to map organizational decisions: by decision owner, by level in the organization, by type, and so on. Almost any schema will do as long as it allows you to group decisions according to the level of complexity or difficulty involved in working to conclusion. Simple decisions here, difficult decisions there; decisions that require small resources over here, those that require lots of resources to bring to conclusion over there.

One of the models we find most useful, and one that specifically helps identify the level of detail and control required for any given decision, is a four-box model that organizes decisions by organizational complexity and technical complexity.

Low Technical/Low Organizational. Decisions that willing, properly trained, and properly equipped people in your organization should be able to make. An example of this could be setting staffing levels.

• Inclusiveness (low) vs. Efficiency (high). Unless there’s something out of pattern, a person or small group should work the problem or opportunity and make the decision.

• Empowerment (low to medium) vs. Control (high). High quality decision models, tools, training, and communication support a controlled distribution of decisions of low to medium organizational and technical complexity.

• Rules (high to medium) vs. Method (low to medium). These decisions typically occur within the constraints of established policies, values, and a host of previous decisions. Information comes from centralized data, anecdotal learning, and the point of contact with the decision situation.

• Head (medium) vs. Heart (medium). Depending on the situation, the decision maker may be called upon to apply situational reasoning, creativity, and some amount of analysis in order to work through alternatives to a conclusion.

High Technical/Low Organizational. Decisions that require significant analysis and modeling in order to understand the possibilities and probabilities. An example of this could be pricing a portfolio of products.

• Inclusiveness (low) vs. Efficiency (high). Unless there’s something out of pattern, the analysis should lead to a logical decision.

• Empowerment (high) vs. Control (low). If the issue is truly a technical one, then the numbers should make the decision. Assuming the decision is properly framed and the values are clear, you can easily delegate this type of decision.

• Rules (low) vs. Method (high). This type of decision is all about analysis and critical thinking. The issue is: knowing when to stop analyzing and when to make a choice.

• Head (high) vs. Heart (low). Creativity is necessary in framing these types of problems. Once that’s done, it’s all rationality and analysis.

Low Technical/High Organizational. Decisions that have significant organizational impact but don’t require significant financial modeling or analysis. An example of this could be undertaking a diversity initiative.

• Inclusiveness (high) vs. efficiency (low). These decisions are all about inclusiveness.

• Empowerment (high) vs. Control (low). If the point is to build buy in and commitment, the decision process should be empowering, not proscriptive. Good process, models, and high levels of communication will build quality into the decision from the beginning.

• Rules (high) vs. Method (medium to high). The emphasis should be on method and process with either a full business case, or a carefully argued business proposition with decision values rated and weighted.

• Head (high) vs. Heart (high). Another both-polar dynamic: you want lots of both.

High Technical/High Organizational. Decisions that have significant organizational implications and that require a significant amount of analysis and modeling. An example of this could be entering or leaving a market or line of business.

• Inclusiveness (low to high) vs. Efficiency (high to low). For confidential, sensitive, and strategic decisions—consider a merger for example—you would probably select low to no inclusiveness and high efficiency. Conversely, undertaking a significant organization wide program like going for a Malcolm Baldridge Award might scale high/low.

• Empowerment (low) vs. Control (high). These wouldn’t tend to be decisions that you would want others making for you.

• Rules (low) vs. Method (High). These decisions tend to set horizons, direction, and context for the organization. No short cuts here.

• Head (high) vs. Heart (low to medium). Given the difficulty and consequences of these types of decisions, you would expect lots of head—lots of analysis. Having said that, these are often visionary decisions. This is where gut and instinct come in.

You can use this as a starting point to sort the decisions your organization deals with. From there, you can begin the process of building up your decision maps and tools.