Sense-Making and Decision-Making

Respond to all organizational drivers you are responsible for, in order of priority, by fulfilling the requirements you determine necessary in each case.

Pay attention to the inner tension you experience in relation to the organization, investigate its cause, and if it reveals a situation that seems relevant for the organization to address, deal with it yourself or pass the information on to the person or group responsible for addressing it.

Describe organizational drivers to support understanding and communication about situations that are relevant for the organization to respond to, and for recalling why particular activities are undertaken and why specific decisions are made.

Determine what's required to respond appropriately to an organizational driver before deciding on an intervention.

A (facilitated) group process for decision-making: invite objections, and consider information and knowledge revealed to further evolve proposals or policies.

Utilize your limited time and resources wisely by testing if arguments qualify as objections and only acting on those that do.

Use the information revealed by an objection to identify ways to evolve proposals, policy and actions to a good-enough state.

Regularly evaluate policies and adapt them as necessary to ensure they remain relevant and effective for fulfilling organizational requirements.

Bring people together to co-create proposals: tap collective intelligence, build a sense of ownership and increase engagement and accountability.

A structured process for designing a proposal for an intervention that draws on the collective intelligence and diversity of perspectives to understand context and elicit ideas about how to fulfill a purpose.

Engage in productive dialogue by investigating different perspectives and the knowledge of participants, to reach agreement on what is considered viable, relevant, valid or empirically true.

A group process for selecting a person for a role based on the strength of the reason.