1/3/2018 DECISION MAKING; ARE YOU READY TO MAKE THE HARD RIGHT? OBJECTIVES

Transcription

1 DECISION MAKING; ARE YOU READY TO MAKE THE HARD RIGHT? FEBRUARY 1, 2018 RET. CHIEF ROBERT BATES OFE, MAOL OBJECTIVES Upon completion the attendee will be able to: Define ethics Define ethical decision making Define organizational culture Define decision making Identify two decision making models Identify one limitation that impacts our decision making ability Explain how organizational culture, individual limitations and decision making models interact to effect and impact the decision making process Identify reasons individuals avoid making difficult decisions Identify possible negative impacts to your organization by avoiding uncomfortable decisions 1

2 OUR DECISIONS When making a decision do you consider all stake holders? Do you consciously consider the stakeholders? Do you seek expert advice when you lack knowledge? How do you not decide? When making a decision what do you avoid? How do you avoid conflict when you make a decision? WHAT ARE YOUR DECISION DRIVERS? Cost $$$ Popularity Making someone happy Keeping the peace They re talking about us on... 2

3 Doing the right thing Ethics Legalities Avoiding conflict The consequences of the decision WE NEED TO UNDERSTAND Ethics Culture The direct and indirect impact of organizational culture Basics of decision making Our limitations = OUR DECISIONS ETHICS Given system of conduct Principles of honor or morality Guidelines for human action Rules or standards for individuals or professions Character of a group Ethical issues can take many forms How you respond to ethical issues helps create your administrations ethical foundation Cooper, T. L. (2006). The responsible administrator (5 th ed.). United States: Jossey-Bass, A Wiley Imprint. 3

4 ETHICAL DECISIONS A decision in which all stakeholders have been accorded intrinsic value by the decision maker. Christensen, S. L., & Kohls, J. (2003). Ethical decision making in times of organizational crisis: A framework for analysis. Business & Society, 42(3), Nonconsequentialist / Deontism perspective; decisions are made based on principles or duties Consequentialist / Utilitarian perspective; decisions are made based on the greatest good for the greatest number Bowen, S. A. (2004). Organizational factors encouraging ethical decision making: An exploration into the case of an exemplar. Journal of Business Ethics, 52,

5 WHAT IS CULTURE? Development reflected in a group s systems of knowledge, ideology, values, laws and rituals. Culture allows a group to construct a reality that leads to understanding events, objects, actions and situations in a particular way which is unique to their group. Morgan, Gareth (2006). Images of Organizations. Thousand Oaks, Cal.: Sage. ORGANIZATIONAL CULTURE The culture of an organization is something that can t be touched or measured but you feel it as soon as walk into a room of people. It is the ocean we swim in. - Hersch Wilson The culture within an organization is developed over time and influences the behaviors of those within the organization. The culture of an organization is built on the organization s history, vision & values of the leaders, shared experiences, organizational norms, rewards, incentives and beliefs. Van Fleet, D.D., Griffin, R.W. (2006). Dysfunctional organization culture The role of leadership in motivating dysfunctional work behaviors, Journal of Managerial Psychology, Vol. 21 No. 8, 2006 pp

6 Understanding organizational culture is important in understanding how an organization operates. Organizational culture plays a significant role in shaping the behavior of those in the organization. Morgan, Gareth (2006). Images of Organizations. Thousand Oaks, Cal.: Sage. WHAT IS DECISION MAKING? Decision making is the process of deliberation, which leads to a final course of action Decision making means reaching a conclusion or making a choice Roger Schwarz Schwarz, R. (2005). Contracting with groups. In R. M. Schwarz (Ed.), A. S. Davidson (Ed.), M. S. Carlson (Ed.) & S. C. McKinney (Ed.), The skilled facilitator fieldbook (pp ). San Francisco, CA: Jossey-Bass HOW DO WE DECIDE? 6

7 From a practical perspective classical decision making doesn t work well!! Recognition Prime or Intuitive Decision Making is how most decisions are made and is based on one s ability to match a situation to their previous experiences. Studies have shown that Recognition Prime or Intuitive Decision Making are utilized around 95% of the time by Army and Navy officers to make decisions. Formal analysis can be valuable when there is time to complete the process and helps supplement our intuition. Klein, G. (2003). The Power of Intuition. United States: Doubleday. 7

8 ENHANCING DECISION MAKING Stop and think: Prevents rash decisions, provides for more thoughtful and disciplined decisions. Clarify goals: Clarify your short-term and longterm goals, determine your priorities. Remember decisions that fulfill immediate desires can interfere with long term goals. Making Ethical Decisions: A 7-Step Path. Retrieved from Determine facts: Have adequate information to support an intelligent choice, determine what you know and then what you need to know. Consider: The reliability and credibility of the people providing the facts. Consider the basis of the information, what is the credibility of the source of the information? Making Ethical Decisions: A 7-Step Path. Retrieved from Develop options: Once you establish your goals and determined what information you have, list actions you can take to accomplish your goals. Seek advice to broaden your perspective and think of new choices. The more diverse the group providing information the better the decision. 8

9 Consider consequences: Determine if any of your options will violate core ethical values and eliminate any unethical options. Who will be affected by the decision and how will they be impacted by the decision? Make your decision Monitor and modify Making Ethical Decisions: A 7-Step Path. Retrieved from INATTENTIONAL BLINDNESS Failing to see objects, sometimes pertinent ones, that are right in front of us because we are focused on a particular area or aspect. It s not just limited to visual attention, but applies equally well to all of our senses and even to broader patterns in the world around us. Chabris & Simons, (2010). The invisible gorilla how our intuitions deceive us. New York: Crown Publishing Group. ILLUSION OF CONFIDENCE it causes us to overestimate our own qualities, especially our abilities relative to other people. It causes us to interpret people s confidence in us as a indicator of their abilities. those who are the least skilled are the most likely to think better of themselves than they should. Chabris & Simons, (2010). The invisible gorilla how our intuitions deceive us. New York: Crown Publishing Group. 9

10 THE HIRING PROCESS Have a firefighter that the psychologist recommended we not hire, but did anyway. He was right and we were wrong. ILLUSION OF KNOWLEDGE The belief that we understand things much better than we really do. It is responsible for some of our most dangerous and misguided decisions. Chabris & Simons, (2010). The invisible gorilla how our intuitions deceive us. New York: Crown Publishing Group. 10

11 ORGANIZATIONAL IMPACT When you make a decision it is going to impact the organization in some way; Organizations credibility Legal liabilities Injuries / Death Operational Costs Morale 12 officers charged with crimes from drug trafficking to murder Officers killed drug dealers, stole their money & drugs Nearly 10% of the department is charged or convicted of felonies THE CAUSE? City police department agrees to a 56% minority hiring goal which the City Commission increased to 80% The city restricted hiring to candidates from only within Dade County Psychological testing was eliminated ''Those hired as police officers in that period met minimum state standards but were not the best officers available'' Former Chief Kenneth Harms How did they get in this situation? What led to these decisions? 11

12 Fire Department, Police Department & Social Services were in the building multiple times before the fire with little done to correct the problems. Fire Department admitted not inspecting the building. Courts have ruled Oakland can be sued for fire. Oakland, Alameda County & California all sued. 13 city and state employees charged criminally Michigan has paid $15.4 million in legal expenses through 09/17 Other combined costs have been estimated into the Billions. IN SUMMARY My basic principle is that you don t make decisions because they are easy; you don t make them because they are cheap; you don t make them because they re popular; you make them because they re right Father Theodore Hesburgh 12

13 Questions? THANK YOU RET. CHIEF ROBERT BATES