Our decision-makers are placed in their jobs because of the
results of their good
decision-making. We assume that their performance reflects
an understanding of decision
Our decision-makers routinely use their working knowledge of
DQ framework, tools, and
processes when making decisions. They ask appropriate and
insightful questions to judge
and improve the quality of a strategic or significant
decision before it is made. They
understand how to use the concepts of decision quality to
avoid decision traps, and
help their subordinates make better decisions.
How is your Decision Quality culture reflected in leadership behavior and
No formal training in decision-making exists in our
organization nor is it encouraged
by management. True leaders will learn on the job and are
evaluated based on
Leaders and decision-makers at all levels of our
organization have formal training in
decision quality that is relevant to their decision-making
roles. They are committed to
continuously improving their decision-making skills as well
as their organization's
decision competency by seeking feedback on their
decision-making and using that
feedback to improve.
How well do decision-makers participate in decision-making processes?info_outline
Our decision-makers evaluate the information and analysis
they are given, ask
appropriate questions, and decide based upon their
confidence in individuals who are
advocating the decision.
Our leaders and decision-makers are actively involved
throughout the process and
emphasize the value and the use of DQ. They participate
willingly and effectively on
decision boards and utilize decision staff appropriately,
to balance inquiry and
advocacy in a quest for clarity. They have made DQ the
standard for which decisions are
put forth and made.
How does your organization promote and ensure high quality decision-making?info_outline
We believe that performance and outcomes are all that really
matter in the end. If you
perform well, you must be making good decisions; if not,
then your decisions are
Our leaders ensure the use of decision quality concepts for
all strategic decisions
within their purview in order to create greater value for
the organization, and
proactively set appropriate decision agendas at each
How does making high quality decisions fit into the evaluation and promotion
We do not have a specific decision staff; our decision
analysis is done by the
technical and business analysis staff and they do not have
or need specific decision
skills; that is the role of the decision-maker.
Our decision staff has mastered (or has a career path toward
mastery of) decision
quality concepts, processes, and tools, including complex
decision modeling & analysis
and assessment and elicitation techniques to ensure quality
input and avoid biases.
How well does your decision staff demonstrate the leadership skills necessary
lead high quality decision analysis?info_outline
Our analytic staff is not expected to provide leadership.
Their roles are to provide
data, technical & economic analysis and to summarize
the analysis for the
Our decision staff demonstrates strong decision leadership
skills, including effective
and efficient facilitation for framing and alternative
generation, and fit-for-purpose
application of analytical tools for uncertainty and
dynamics. They leverage the
processes and analytical tools of DQ to generate insights
that effectively inform
How well has your decision staff earned the confidence of decision-makers?info_outline
There is no specific decision training provided other than
Our decision staff has sufficient training to effectively
fill their roles and has
ongoing access to coaching and mentoring support to expand
their skills and realize
their full potential. They show commitment to continued
development and have an
established career path that motivates professional growth.
How is your organization staffed for decision analysis and support?info_outline
A specifically trained decision analysis staff does not
exist in our organization.
Whatever analysis is needed is performed by financial
analysts or technical experts.
Our organization has the quality and quantity of staff
resources needed to support the
decision agenda work stream. External consultants are used
if needed to fill in gaps
rather than delay a decision or avoid using DQ principles.
Process & Roles
How do your decision processes support decision quality?info_outline
Our approach to decisions is based on experience and
business acumen, we don't explicitly focus on
decision quality; but nevertheless believe that we make
good decisions. Each decision-maker uses the
decision-making style and process he or she prefers.
Our decision processes are comprehensive and flexible, with
a complete suite of processes that fit
the needs of each decision. They are designed and applied
to achieve decision quality in an efficient
and timely way for each decision. They are applied in a way
that avoids analysis paralysis, instead
focusing on creating insight and clarity on the best course
How are your decision-makers engaged, and how do they participate, in your
Decision-maker engagement is variable from one
decision-maker to the next. People are often unable to
identify the true decision-maker(s) or they admit that the
"real" decision process is at variance with
the nominal process.
We engage decision makers in clarifying the decision frame
and strategic alternatives early in the
process, well before the team conducts extensive analytics.
Our decision processes are accepted as
credible approaches for reaching DQ, and are routinely and
consistently applied to help drive the
organization to alignment on high quality decisions.
Decision-makers know when to "declare" a DQ
process for important, but non-routine situations.
How widespread is the understanding of the DQ process, tools and concepts in
We have a few analysts who build spreadsheets and do
superficial analysis. Most others involved with
the decision have little or no understanding of the
process, tools or techniques.
Most of our decision-makers, subject matter experts and
implementers have basic training in decision
analysis. They know when to apply DA processes and how to
be good participants in the processes. DA
experts are embedded in key teams.
How well are your decision processes and tools linked to value creation?info_outline
Our people focus on their own jobs. They lack an
understanding of how their decisions ultimately
create and capture value for the organization.
Our people know who the customers of our organization are
and how our organization captures value by
serving them. Our organization decision processes and
decision-making bodies are aligned and designed
to deliver maximum value. We routinely identify
alternatives for our decisions that significantly
increase the value, and we see how the value from better
decisions has improved our performance
relative to our past performance and that of our
How well does Decision Quality fit within your broader organizational culture?info_outline
Our decision-making is driven by individual action. In some
cases, we are a decisive
organization and we move quickly, responding to the
challenges we face and attribute
our success to execution. In some cases we are reluctant to
decide and wait for
circumstances to cause us to act.
Our decision making and execution are focused on creating
and delivering the value that
is identified in decisions. Decisions are driven by
timeliness, opportunity and
readiness to carry out the decision rather than simply
How do you judge the success of your decision-making?info_outline
Our culture is based on individual achievement, delivering
on promises and driving to
success. Our "motto" is the ends justify the means, insofar
as we don't care about the
process or behaviors; we care about results.
DQ has become our common language for making decisions and
for evaluating problems and
opportunities throughout the organization. Dysfunctional
decision behaviors receive
corrective feedback and are no longer acceptable.
Each individual leader has their style. Most of them make decisions intuitively using
their experience and business acumen.
We proactively set appropriate decision agendas at each organizational level. We have
processes at two levels: A high-level "macroprocess" to set the organization's
decision agenda around our portfolio of opportunities and a lower-level
"microprocess" (e.g. a dialogue decision process, or stage-gate process) to make
individual decisions. Our leadership is trained and expected to identify the
How does your organization decide what to decide and when to decide?info_outline
We have planning cycles, but they are more for building a budget and coordinating all
the plans. Although some strategic decisions are reached in the planning cycle; most
decisions are made reactively when a decision or opportunity arises.
Although we have planning cycles and some strategic decisions occur within the context
of that cycle; we decide what and when to decide based on the organization's decision
agenda. We diagnose the nature of each decision and choose the appropriate processes
for ensuring decision quality (e.g. choosing portfolio content versus one-off
How does your organization determine who participates, and to what degree, in
the decision process?info_outline
Our leaders decide who should be engaged and to what degree. It generally follows line
We make conscious choices about who to involve in the decision-making process based on
the complexity of the decision and the needs for subject matter expertise and
implementers. We have well-defined roles. Technical staff and the appropriate people
from other organizational functions participate willingly and well in the decision
Results Evidence of Value Learning
What evidence do you collect that demonstrates the quality of your decisions?info_outline
We do not have any systematic collection of evidence about our decision making. Of
course we have stories of great successes and real screw-ups.
We have evidence - both anecdotal and statistically sound - of the benefits from DQ. We
can cite examples of how the DQ process helped. We have technical reviews and collect
evidence about how well DQ principles and processes have been applied.
How well do your decisions have a clear line of sight to value creation?info_outline
We mostly use local performance indicators and balanced score cards. No one really
knows how these KPI's map to overall value.
We understand the value potential that is created by our decisions and thus have a
clear line of sight to value creation. We recognize uncertainty in the value
contribution explicitly, and we compare the value difference among strategic
How are your decision processes improving your organization's ability to
Our decision-makers trust that the decision processes help achieve our objectives.
We see how the value from better decisions has improved our performance relative to our
past performance and our competitors'. Our decision-makers can clearly cite specific
examples of how the decision processes have helped create value and achieve the
How do you incorporate the results of your decisions into future decisions?info_outline
The degree of rigor of any analysis that is done in our organization is determined by
the individual doing the analysis and is generally driven by the time available to do
the analysis. When someone builds a spreadsheet, it often addresses only part of the
We select which analytic tools and the degree of rigor based on the need of the
decision at hand. We are decision focused, not tool focused. We have tools that allow
us to evaluate complex decision problems rigorously if needed.
How does your organization assess uncertainty in its decision-making process?info_outline
Our decisions are based on deterministic analysis focusing on our experts' best
guesses. When there is a high degree of uncertainty, we have to come to agreement on
what to assume.
We assess outcomes for uncertain events credibly. We use probabilities for discrete
events and plausible ranges or named distributions for continuous ones. We have
elicitation techniques in place to appropriately deal with biases. The decision-makers
understand and take ownership of the assessments of key uncertainties.
How does your organization review and verify that your analysis has been done