Mais conteúdo relacionado Semelhante a Knowledge Bite Session - Mark Withers and Anna Withers - Surviving the Squeeze - Better decision making in an age of austerity - PPMA Seminar 2012 (20) Mais de PPMA - Public Sector People Managers' Association (20) Knowledge Bite Session - Mark Withers and Anna Withers - Surviving the Squeeze - Better decision making in an age of austerity - PPMA Seminar 20121. Surviving the Squeeze
Better decision making in
times of austerity
Mark Withers & Anna Withers
Mightywaters Consulting Limited
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
2. Session Aims
1 Get you thinking about your challenges within the context
of effective decision making
2 Help you understand inherent biases in decision making
3 Present a RISK framework to help you surface and explore
these biases
4 Set out a range of interventions that will help you create an
environment for more effective decision making
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
3. What can you see ?
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
4. Huge organisational challenges
Reduced income Delivery Models
High customer Demanding
expectations targets
Employee
Pensions Engagement / Morale
Increased demand for services
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
5. And lots of them…
Strategic / Tactical Cuts - Where, How and
Who?
Efficiency savings - Where and How
Radical?
Strategic partnerships - Who and How?
Employee Morale – How to keep people
engaged – how to retain talent?
How to deliver more with less?
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
6. Research points to inherent bias in
decision making
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
7. How situations are perceived by people
determines their subsequent actions
strategic insight often fails to
materialise because of
limitations in the mental
models of strategic leaders
the ability to identify and help
others discover their mindsets
and mental models, and the
capability to change these
when appropriate, are “among
the most critical capabilities an
HR professional can have or
acquire”.
Jeffrey Pfeffer, 2005
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
8. Bias impacts Decisions and creates Risk
BIAS
DECISIONS RISK
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
9. Quotes on Risk
An unbiased appreciation of People risk is a major
uncertainty is a cornerstone of component - some would
rationality — but it isn’t what say THE major component
organizations want. Extreme
– of risk management,
uncertainty can be paralyzing and
the admission that one is merely irrespective of
guessing is especially unacceptable organisational type and
when the stakes are high. Acting on industry sector
pretended knowledge is often the
preferred approach. Institute of Risk Management
Daniel Kahneman
(Nobel Prize Winner, 1990)
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
10. A new PEOPLE RISK framework
elationships
nterests
hortcuts
nowledge
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
11. Typical biases in decision making
Relationships Shortcuts
Inappropriate attachments Confirmation bias
Champion bias
Availability bias
Anchoring
Interest Knowledge
Sunk cost Bias Misleading experiences
Sunflower-management
Group think
Over-optimism
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
12. R - Relationships
• Strong bonds / loyalty
with a person or sets of
people
• Strong associations with
an object or symbol
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
13. I - Interests
Personal Gain Personal Power
Personal
Reputation
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
14. S – Shortcuts
Wrapper Anchor
• Who presents the What is in the mind
information before the data is
• How that information is presented
packaged
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
15. K – Knowledge
• Misapplication of
past learning
• Over-valuing
experience
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
16. Using RISK to improve decision
making
Awareness Environment Interventions
Focus on decision Work to create a culture of Make targeted
making groups / teams / mutual accountability: interventions:
governance groups:
• Create transparency in decision • External facilitation of decision
• Awareness of biases making processes making process
• Development of a People • Ensure diversity in decision making • External review
RISK mindset team • Pre-mortems
• Provide psychological safety so that • Counterpoints
people can speak out • Leadership & team development
• Bring multiple stakeholder voices
into the decision making process
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com
18. We hope you have taken at least
ONE idea from this presentation
©2012 mightywaters consulting limited www.mightywaters.co.uk mightywaters@btinternet.com