How many decisions do you make every day? Probably more than you think! Leaders need to make decisions quickly, several times a day. Ideally, these decisions take into account the medium and long term, but in reality this is not always the case.
This article presents 3 decision-making tools and courses of action to promote decision-making in your team.
First, first of all, consider the state of mind you are in. Making a decision under stress, a strong emotion such as impatience, or pressure is not ideal, but if you are able to recognize it it is excellent.
I say it’s excellent because by recognizing its condition, you will be able to better measure the impact of your decision and choose the right strategy. In other words: keep your momentum AND use one of these three tools 😊
Three tools to make decisions quickly
These tools are appropriate for problems that are a priori simple or complicated. For complex problems (with a lot of interconnections in several environments for example) it will require a more in-depth analysis!
1. Intuitive and logical analysis with QQOQCCP
Too often, we solve a problem that happens to be a symptom and not the source of the problem. By asking yourself a few questions, you will make a more informed decision.
Step A: Identify the problem so you have a clear view
- Intuitively: Take the time to look into your intuitions and weak signals: what are the ongoing complaints and rumours? Are there any signals that you are not listening to?
- And logically with the QQOQCCP (Who-What-Where-When-How-How-How-Why) method. This method aims to understand the actors involved, the nature of the problem, its location, its timing, the factors contributing to its occurrence and the root causes.
Example: Should the project deadline be extended?
- Intuitive: The team mentions that they haven’t thought they’ll be able to do it for several weeks… We didn’t listen to them.
- Logic:
- Who is concerned? The team, the client, another department that would have less work if we postponed the deadline
- What (what’s at stake)? An unforeseen technological problem
- Where are we at? The project is coming to an end, there is 20% left
- When (what are the impacts on planning or duration): We don’t know when we will have fixed the problem
- How could the problem be resolved? an expert, the change of priority of other projects, more resources, more budget, postponing the deadline
- How many incidents can this create? How much can it cost? The risk can be mitigated because it is in a very specific case that the problem arises, but we do not yet measure all the impacts and knowledge. An expert can be expensive, but less than another department that has been arrested.
- What for? Lack of analysis at the start, lack of resources
Step B: Identify resolution options and their cost.
Ideally, you always have 3 options. And for each of the options, you note the advantages, disadvantages and make a calculation of costs and/or profitability.
Step C: Select, implement, measure and adapt.
It’s important to stay tuned! If you want to solve a problem, it’s not enough to just make a decision. You also have to go and check on the ground if the solution works and adjust if necessary!
2. 8D Method (emergency AND long term)
The 8D method is a structured and collaborative approach, which tries to eliminate root causes.
- D1: Form a team: Establish a multidisciplinary team to solve the problem.
- D2: Define the problem: Describe the problem clearly and precisely, identifying symptoms and adverse effects on the team, organization, and business objectives.
- D3: Implement emergency measures: Take immediate action to contain the problem and prevent it from escalating.
- D4: Identify the root cause: Use analytical tools, such as the 5 Whys, to identify the root cause of the problem.
- The 5 whys allow us to dig into the source of the problem.
Like what: The problem is that we are often late in projects
Why #1? Because there are always unforeseen events and last-minute emergencies.
Why are there always unforeseen events? Because our estimates do not seem realistic.
Why do our estimates not seem realistic? because they do not take into account the workload of the different departments.
Why don’t we take into account the workload of the different departments? Because we don’t have the same working methods.
Why don’t we have the same working methods? Because our realities are different.
- D5: Propose actions: Develop corrective actions related to the root cause.
Like what: Initially, we will add a weekly coordination meeting in order to respect everyone’s method, while anticipating inter-team planning problems and avoiding emergencies.
- D6: Implement actions: Implement planned corrective actions, following a detailed action plan. In our example: a person will have to be responsible for his or her coordination meetings.
- D7: Prevent recurrence : Implement preventive measures to ensure that the problem does not recur in the future. In our example: if the productivity of the meeting runs out of steam or the problems continue, we will have to make a new decision and do the exercise again because maybe we had not targeted the right problem!
- D8: Praise the team : Recognize and celebrate the team’s work in solving the problem.
3. Take calculated risks with Pareto’s law
Vilfredo Pareto, an Italian sociologist and economist, has shown that 80% of the results come from 20% of the work done, so 20% of the time used will give 80% of the results.
You can understand now that achieving perfection takes time, and since most of the time this perfection is not necessary, it ends up making you counterproductive.
This law is one of the laws that can apply to all areas!
In problem solving, this can help you choose the most effective solutions, quickly.
Speaking of risk management. When it comes to making decisions, it is always relevant to ask to what extent this problem is likely to return, and if it does return, what the impacts are. This can help you prioritize!
Here’s a bit of an extreme example : Let’s say that for 5 years you haven’t had any power outage at your home. One day, you have a major outage that lasts 2-3 days. Are you going to run to equip yourself with elements to survive in this type of situation which is important, but whose risk of repetition is low according to your experience? My answer is no. Your answer depends on your risk tolerance. For my part, I would wait at least 3 times for the situation to repeat itself in this case before undertaking significant investments and making a formal contingency plan.
Here is a complementary article on risk measurement.
➡️In order to make decisions quickly, know yourself better. Unique coaching offers coaching on a very broad personality profile (Nova Profile). See the package here. This experience of getting to know yourself better can help you find the best way to solve problems for you!
How can you support your team’s decision-making?
Communicate context
You may have noticed that decision-making tools require a certain understanding of the context, so it’s up to you to communicate context to your teams.
Tell yourself that everyone makes several decisions every day. If someone on your team is stuck and needs to make a decision about their priorities, it will be much easier for them to make a relevant decision if they understand the impact of their decisions.
The funnel tool briefly explained here in step #3 of this article can help, and we have a great self-training on communication here (we also offer it live!)
Safe environment
Some people have a hard time with the exchange of ideas or disagreements because they are perceived as conflicts. Others lack skills or self-confidence. In order for them to offer more solutions, you need to make sure you create a safe environment where sharing can take place.
You would need consistent (not perfect!) leadership. That is, to admit your mistakes yourself when you make them and to have a proven competence on the subject of constructive feedback. Your emotional intelligence will also make a difference.
In conclusion
The management role is not easy, but so motivating! Managers can actually have a more positive impact on themselves and those around them.
- Learn to “manage” yourself: your emotions, your reactions.
- Take a step back. A few minutes is enough!
- Choose the elements that have a real impact (prioritize!).
- Accept mistakes (yours and others’).
- Foster a friendly and trusting environment.