Decision-Making: Remember "Z"

Everyday we make more decisions than we realize. Some are as simple as whether to super-size that burger and where to sit down to eat it; others involve choices that impact family, health, and finances.

Decision making can be tough enough when you do it solo. It becomes even more challenging sitting around the conference table with colleagues. When it comes to information, we each prefer to approach it from different starting points using our favorite questions. So the trick becomes to bring everyone together at the same starting point, then systematically move together until you've explored all of the important elements of sound decision-making.

Decision by Zorro

Some of you may recall the TV/movie character Zorro. His trademark was carving a "Z" with his sword as a reminder to his foes that he was alive and well, and ready for action.

Last week I drew this model on a flip chart during a decision-making meeting with a group of managers. If you follow the quadrants in sequence--just remember "Z"--you'll focus participants on the same elements of the decision process at the same time.

1. First, walk through the factual details about what you know, what you don't know, and any other verifiable bits of information.

2, Then, take a big picture approach to think long term, see opportunities, possibilities, and connections between cause and effect.

3. When you've handled the information, use objective thinking to logically deal with risk/benefit. What are the pros and cons? Are there other options that haven't been discussed? Does each option carry a consequence of some sort? How likely is it that it would happen? If it did, what would the seriousness be?

4. Finally, take the "people factor" into consideration.  How will this affect others in the work group? Where else in the organization would people be impacted?  How will you feel about the result? Will it gain support or meet stiff opposition?

 

I've received a number of emails and comments from young managers who are looking for tips and hints to help boost their effectiveness. This is the kind of model that can help create focus and reduce conflict.

Note: For those of you who are intimately familiar with the MBTI®, this may prove useful:

Comments

[Frode H]

Hi Steve.
This is the kind of hands on article I love to read. This gives me something to use right away. I may actually dress up as zorro one day running around the office just for a blast! :) Well I liked the Z model as well. Cheers.

[Robyn McIntyre]

I like the chart. I will use it when I have my first meeting as chair of our public information and education committee.

[Steve Roesler]

Frode,

Please send a photo when you decide to become Zorro:-)

[Steve Roesler]

Robyn,

Let us know how it went with the committee. It's always helpful to know what works, what doesn't, and how people used it.

[Wally Bock]

Great post, Steve, and another tool for my kit. I've used a similar four part system originally published as Innovation Styles by Dr. William Miller. His research identified four questions that people asked about change and innovation and found that the people/projects that were more successful tended to ask more of the four questions.

What's the goal or destination?
How will we get there?
Who is and needs to be involved?
What would be fun to try?

I've found that project briefings that answer all four questions in the intro get everyone to pay attention and not concentrate on asking their favorite question.

[Eric Go]

Hi, that is a good illustration.

However, a good discussion topic would be where will this quote play a role in the decision z model:

"the best thing is to make a decision quickly, as the worse thing that can happen is at the end you haven't made a decision at all".

Would like to hear your opinion on this.

Thanks,
Eric

[Steve Roesler]

Wally,

Glad you found it useful. And, in listening to your description of the other model, it occurs to me that any good decision model will prompt discussion that leads to the Journalist's "Who?" "What?" "When?" "Where" and Why?" In business, the additional "How?" is required.

The real issue: have the right discussion of the right decision elements with the right people.

Now, off to research your source. . .

[Steve Roesler]

Well, Eric, here's how I look at that:

a. I'm with you: make a decision.

b. Make the decision based on the right data, the right meaning, the risk/reward aspects, and the ultimate impact on people/customers/employees.

A and B aren't mutually exclusive.

[Srednarb]

I agree w/ them! This is a nice illustration and explanation. Very useful during seminars regarding "Decision Making". thanks