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 tension you experience in relation to the organization, investigate the cause and pass on information about any organizational drivers you discover to the people accountable for the appropriate domain.

Describe organizational drivers to support understanding and communication about situations that are relevant for the organizational 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 making a specific decision about what to do.

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

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, agreements and actions to a good-enough state.

Continuously evolve the body of agreements, and eliminate waste.

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

A (facilitated) group process for co-creating a response to a driver.

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 on the strength of the reason.