A decision making tool for multi-stakeholder consensus building

"Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?" T.S. Eliot, The Rock (1934)

Does technological advancement and information abundance lead to a more enlightened society? In his critique of modernity during the early 20^th century, poet T.S. Eliot suggested that it doesn’t necessarily.

While new technologies might enable greater dissemination of information, knowledge is based on our understanding and ability to use information meaningfully. Further still, wisdom is more than understanding. It embodies good judgement, insight and the ability to apply knowledge effectively and ethically.

Eliot was ahead of the times in perceiving that although greater access to information is beneficial, it comes with challenges. Rather than the quantity of the information we possess, we should instead focus on the quality of our understanding.

Tina

Ps. The Skills Brief will shift from weekly to monthly for the next few issues. I’m working on a series of articles on themes central to skills development for the future of work as well as getting some other things off the ground. I’ll share them in the brief along with the skills focus as normal.

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Decision conferencing 

Decision conferencing is a facilitated group process that brings together key stakeholders to collaboratively analyse complex problems and make decisions.

As the complexity of our work increases, making important decisions requires input from multiple stakeholders with diverse expertise and perspectives. Decision conferencing offers a structured yet flexible approach to harness collective wisdom and drive alignment on critical issues. It brings key players together for intensive working sessions facilitated by an impartial expert.

Decision conferencing was developed in the late 1970s when the managing director of the Westinghouse Elevator Company convened a meeting with 20 staff rather than the usual small group of decision makers. The agreed decision was implemented quickly and was reached in just two days despite the complexity involved because participants already had the knowledge necessary to formulate a model solution (Phillips 2006).

At its core, decision conferencing combines group facilitation techniques with on-the-spot modelling to create a shared understanding of the issues at hand. Participants engage in open discussion to surface relevant information and viewpoints. As the conversation unfolds, a facilitator guides the group through building a decision model that captures key factors, uncertainties and trade-offs.

Through this iterative process, decision conferencing aims to generate three key outcomes: a shared understanding of the issues, a sense of common purpose and commitment to the way forward. The approach has been applied successfully across public and private sectors to tackle challenges ranging from strategic planning to resource allocation to risk management.

Get It Done

1. Define the problem

To implement decision conferencing effectively, start by clearly defining the issue that requires diverse input to solve.

2. Preparation for the decision conference

Assemble a group of 6-15 key stakeholders who represent relevant perspectives and have decision making authority or influence.

Schedule a two-day offsite meeting in a room conducive to open discussion. Ensure all participants can maintain eye contact and easily view shared displays. 

Engage an experienced facilitator who is skilled in both group processes and decision modelling. The facilitator should be impartial, focusing on guiding the process rather than contributing content.

3. The workshop

Begin the session by clearly stating objectives and encouraging open dialogue. The group should be guided through discussing issues, building a model and exploring results. Throughout the process, encourage participants to express any unease with model results.

Use this feedback to drive deeper exploration and refinement. Iterate between discussion and modelling until the group develops a shared understanding and the model becomes "requisite" - just good enough to resolve the issues at hand.

Conclude by summarising key insights and agreeing on next steps. Follow up with a concise report documenting the process and outcomes. Consider scheduling additional sessions for complex issues requiring sustained engagement.

 

References 

Phillips, L.D. 2006. Decision Conferencing. Operational Research Group, Department of Management. London School of Economics and Political Science. Working Paper LSEOR 06.85.