How to Frame a Decision

How to Frame a Decision

Begin by Asking and Answering the Following Questions:

 

  • Make your Decision Statement (last week)
  • Determine if the Decision is part of a bigger decision that should be addressed now.
  • Determine whether you are covering too much ground with your decision if so reexamine the decision statement and make adjustments
  • Ask why is this decision difficult to make? What factors are involved that make it difficult?
  • Are you taking anything for a given? (e.g. are you depending on someone to react in a certain way?)
  • Whose choice is it? Is the decision yours alone to make? Is there a customer, business, supplier, protester¬†that needs to be involved to make it feel right?
  • Is there anything that would keep you from acting if you saw the answer clearly? (e.g. a risk of the business closing if that option was the clear choice)
  • How would someone you trust frame this decision?

Traps to Avoid:

  • Jumping into the decision without framing the “picture”.
  • Being limited by fears, peer pressure etc.
  • Framing the problem too narrowly to bring it into your comfort zone or too broadly to make it difficult to address
  • Making wrong assumptions-taking things as given that aren’t so or are not known for sure

Week Four: Begin to Build the Decision-Clarifying Values

Begin by Asking and Answering the Following Questions:

  • What do I (company) really want out of this decision? What are my or the company’s objectives in making the decision?
  • Is there any one value I am willing to give up to get more of another value? For instance, would I give up salary for the position¬† or how it contributes to the community?
  • How do the my (company) overall goals apply to this situation? For instance, the business wants to keep making money, how does this relate to the protestors?
  • Can I explain why I am giving up one value for the other if the alternatives require that I do so?
  • Do the values I choose to exchange take into account the people who are most affected by the decision?
  • Are the values I am expressing consistent with my ethics or those of the company?

Traps to Avoid:

  • Thinking in the short term-only choosing for today.
  • Not including all those affected by the decision.
  • Being attached to sunk costs-

Overreacting to risks or ignoring them