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Decision Making - Basic Farm Management - LeadFarm Project
- 2. Project No: 2017-1-IE01-KA202-025711 This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. 2
- 3. What’s in this Module • What is decision making? • Activity: How do you make decisions? • Decision making scheme – step by step • Decision making in groups • Sustainability – value based decision making 3
- 4. Aim: to comprehend process of decision making and value based decision making Objectives: By the end of this session you will be able to: Aims & Objectives understand and use scheme of decision making make decisions in groups, know best way of decision making in groups use values based decision making principles
- 5. decision-making is the act of choosing between two or more courses of action. decision-making involves choosing between possible solutions to a problem. What is Decision Making? intuition reasoning Decisions can be made through either an intuitive or reasoned process, or a combination of the two. Intuition is using your ‘good feeling’ about possible courses of action. Reasoning is using the facts and figures in front of you to make decisions. Decisions
- 6. Make teams of 3 persons in one team - each team will be considered as ONE person to decide on three things to take with you. Story: It is late autumn. You have heard a civil defense siren, turned on the radio and received information that the region is announced to be at the state of war. You must immediately leave your house and go to the announced meeting place. You can only bring three objects from the house. Activity: Three objects
- 7. 7 Decision making - achieve goal 1. Set goal •what do you want to achieve? 2. Define problem 3. Facts and details •What are the facts? •Be specific and actual, be clear •List all relevant details 4.1. Posibilities •Define alternatives - various possible solutions for solving problem 4.2. Intiution and feeling •Let your imagination run wild •Brainstorm •Consider various solutions •How do you feel about the action? 5. Alternatives •Evaluationof alternatives •Consider the consequences of each alternative •If you weren't involved, what you suggest? •What is the cause and effect of each action? •Is it something you can live with? •Onother point of view 6. Check solutions •Choose one or more alternatives for implementation •How this solution affects farm management in long term 7. Implementations plan •What? •When? •Who? 8. Do you achieve goal? •Do you achieve goal through this solution? •Yes •No
- 8. Decision making methods for groups • Independent start of the process Compromise; Conflict • A common process of accumulating the facts Compromise; Conflict • A common process of stocktaking and decision-making. Decision effect = decision quality x readiness to support 8
- 9. Advantages of decision making in groups •Participants with different knowledge •Distinctive work experience •Different life experiences •Different personality traits etc 9
- 10. Factors that can lower the quality of the decisions taken in the group • Loss of proceedings - the communication between the members of the group worsens, the group does not evaluate which of the members of the team is competent, who is not • Insufficient sharing of important information - the communication is only about the information that is available to all members of the group. Consequently, certain information available may affect the decision made by the group • Group thinking - group cohesion and solidarity are considered more important than realistic assessment of the facts. It happens, when there is: Integrity of the group; Partial group isolation; Directive leader Stress situation not focus on hearing alternatives. 10
- 11. The risk factors in group decision-making • Illusion of inertia • Insecure belief in the ethicism of the group • Rationalization • A stereotypical opponent's rating • Conformity pressure (submission to the majority) • Self-censorship • The illusion of unanimity • In the group there are participants who try to prevent the emergence of information that may lead to issues of a moral nature or would call into question of effectiveness of the group's decision. As a result, negative tendencies appear: the illusion of your power and insecurity the explanation and justification of your decisions, the concealment of unwanted information from the leader. only one unchanged decision is taken, but it is not made by choosing from several alternatives.
- 12. Processes in group which influence decision-making • Minority impact - the group's minority, if they are convinced of the correctness of their beliefs, can influence the group's overall decision, to reduce the negative thinking of the group in the decision-making process. • Polarization of the group - the risk level of a group decision depends on the perceived risk of individual participants - if the risk of a solution offered by each participant is high, then the group decision is even more risky, but if the decision of each participant does not involve risk, then the group decision does not contain the risk factor. The group intensifies the intensity of individual decisions. • Competition and co-operation - if group members have different goals, then an interpersonal conflict can develop. When dealing with a conflict, you can: co-operate or compete. All players in the team will benefit from cooperation, but in the event of competing, they will have the opportunity to win more, while others will lose.
- 13. Questions to analyze decision making in group 1. What processes are most representative in your work group? 2. What measures have been taken in your working group to promote group cohesion? 3. How are the decisions taken in your working group? 4. Does your group have group thinking, minority influence? 5. Are the opposing arguments heard in the decision? 6. Do members of the group show their interest in the decision? 7. Are there social wandering in the group? What measures are being taken to reduce or prevent it?
- 14. Values based decision making Good decisions are based on your most important values. They are decisions that others can and will implement. GOOD DECISIONS LAST. Values Based Decision Making is a straightforward process for making and communicating decisions based on the most important values.
- 15. Five steps on the road to a good decision Step Activities Question Desired outcome 1. Clarify perspective • Stepping back • Framing What point-of-view do I bring to this decision? Improved ability to see clearly and listen effectively 2. Comprehend values • Identifying • Dialogue What is important to me, the organization, and others? Better understanding of the range of values 3. Commit to what is most important • Advocacy • Weighing What is most important that should guide our decision? A set of guiding values to point the way 4. Choose the option that fits best • Looking at the downside • Considering options What is the best fit between importance and action? Strong connection between the guiding values and the decision 5. Communicate your decision clearly and honestly • Being transparent • Telling the story How can I credibly communicate this to others? A decision that levels with others about its basis and the consequences
- 16. Thank you!
Notas del editor
- In its simplest sense, decision-making is the act of choosing between two or more courses of action. In the wider process of problem-solving, decision-making involves choosing between possible solutions to a problem. Decisions can be made through either an intuitive or reasoned process, or a combination of the two. Intuition Intuition is using your ‘gut feeling’ about possible courses of action. Although people talk about it as if it was a magical ‘sense’, intuition is actually a combination of past experience and your personal values. It is worth taking your intuition into account, because it reflects your learning about life. It is, however, not always based on reality, only your perceptions, many of which may have started in childhood and may not be very mature as a result. It is therefore worth examining your gut feeling closely, especially if you have a very strong feeling against a particular course of action, to see if you can work out why, and whether the feeling is justified. Reasoning Reasoning is using the facts and figures in front of you to make decisions. Reasoning has its roots in the here-and-now, and in facts. It can, however, ignore emotional aspects to the decision, and in particular, issues from the past that may affect the way that the decision is implemented. Intuition is a perfectly acceptable means of making a decision, although it is generally more appropriate when the decision is of a simple nature or needs to be made quickly. More complicated decisions tend to require a more formal, structured approach, usually involving both intuition and reasoning. It is important to be wary of impulsive reactions to a situation.
- Time (60-90 minutes) to play activity «Three objects» – all information in attached file «Game_Decision_making_LLKC_ENF». Feedback after the first round The trainer asks participants to think about what happened, how decisions were made and what can be learned / acquired from the exercise. Possible questions for discussion: - How did you make your decision? - Who or what influenced your decision? - How could you have come to a better decision? - What delayed / helped you to make a decision? - How did you feel after the decision was made? - What would you do differently if you played once more? Closing discussion questions What can you learn / conclude from this exercise? How can you apply this to your work / life? What factors make decision-making complicated and how to overcome them?
- If you want to succeed, you need to set goals. Without goals you lack focus and direction. Goal setting not only allows you to take control of your life's direction; it also provides you a benchmark for determining whether you are actually succeeding. Think about it: having a million dollars in the bank is only proof of success if one of your goals is to amass riches. If your goal is to practice acts of charity, then keeping the money for yourself is suddenly contrary to how you would define success. To accomplish your goals, however, you need to know how to set them. You can't simply say, "I want" and expect it to happen. Goal setting is a process that starts with careful consideration of what you want to achieve, and ends with a lot of hard work to actually do it. In between, there are some very well-defined steps that transcend the specifics of each goal. Knowing these steps will allow you to formulate goals that you can accomplish. Positive: Goals should always be framed in positive terms. We are much better at approaching what we DO want than avoiding what we don't want. You can use several methods for making decisions. This is one af way to go through desicions making process. If in end you ansver «No» to question «Do you achieve goal?», you have to go back to evaluation of alternatives (maybe there are some better solution), or maybe problem is other, so you have to go back to goal and problem. Wery important to think how your decision affects farm management in long term! Also decision making in groups have different challenge.
- An American scientist, Rens Licker, describes three methods that help get into a collective decision: 1. Independent start of the process. Each member of the group collects all the data available to him, analyzes, interprets them and chooses, in his opinion, the best option. The solutions chosen by the group members are confronted with each other. Since everyone thinks that his choice is the best, there are two possible options for a group decision: Compromise. Each member of the group tries to present his solution as best as possible, trying to convince others of their effectiveness. At the same time, everyone is trying to make a difference in the pressure of others to change something. Unfortunately, none of the members of the group will feel attached to the final solution (it's not developed by it), i.e. it will not feel the responsibility for its implementation. Consequently, there will be little willingness of the group members to comply with the decision. - Conflict. Each member of the group tries to force others to choose their solution. The member of the group who is the "winner" is ready to prove that his decision can be fully realized, but "losers" will try to prove that this is not the best decision that could be accepted. It will therefore deteriorate. 2. A common process of accumulating the facts. The same facts are available to all members of the group, however, each analysis and interpretation of the facts are made individually. Everyone chooses a variant of their solution, which, in his opinion, is the best. In this case, the confrontation of the choice chosen by each group member with different choices also occurs. So, there are only two ways of solving this: a compromise or a conflict. However, the difference is that all solutions are based on the same facts. A common agreement through a compromise or conflict will be easier, because in a joint decision, each member of the group will recognize something of their own. Both of these methods can be used in small groups, otherwise the options will be very large, it took a very long time, but the overall decision may also be ineffective. A common process of stocktaking and decision-making. Group members have the same facts. Factual analysis and interpretation are shared. The decision is taken by vote. In making such a joint decision, each member of the group can perceive the final decision as his own and this ensures that everyone will try to realize the decision. The decision taken may be expressed in formulas: Decision effect = decision quality x readiness to support If the quality or willingness to support the decision is low, then the effectiveness of the decision itself may amount to zero.
- Factors that can lower the quality of the decisions taken in the group: - Loss of proceedings. Interactions in the group that hinder decision making. In this case, the communication between the members of the group worsens - people do not listen to each other or interrupt the speaker, or one of the members of the group strives to gain a dominant position, to become the main decision maker. There may be other communication problems. In this situation, the group does not evaluate which of the members of the team is competent, who is not. - Insufficient sharing of important information. The most frequent trend is that the communication is only about the information that is available to all members of the group. Consequently, certain information available may affect the decision made by the group. - Group thinking Group thinking is a way of thinking, in which group cohesion and solidarity are considered more important than realistic assessment of the facts. The prerequisites for group thinking: Integrity of the group; Partial group isolation - protected from hearing different opinions; Directive leader - already expresses his opinion in advance, strictly controls the process of discussion; Stress situation - the situation is perceived as threatening; Don’t focus on hearing altenatives.
- The risk factors in group decision-making: > illusion of inertia - excessive optimism that does not make it possible to perceive danger; > insecure belief in the ethicism of the group - believes in the good of the group, rejecting any discussion on moral and ethical issues; > rationalization - the group justifies all its actions, solution of the problem; > a stereotypical opponent's rating - consider their opponents too bad to discuss with them, or too weak and unreasonable to guard against them; > Conformity pressure (submission to the majority) - all who are against group decisions or plans, ignore, laugh, do not listen. Do not listen even to real facts. > Self-censorship - since the opposition to the group creates disagreements, discomfort, but the group seems to have a consensus, members of the group do not respect their anxiety; the illusion of unanimity - self-censorship and conformism do not break the consensus. This further adds confidence in the accuracy of the decision taken in the group. > In the group there are participants who try to prevent the emergence of information that may lead to issues of a moral nature or would call into question of effectiveness of the group's decision. As a result, negative tendencies appear - the illusion of your power and insecurity, the explanation and justification of your decisions, the concealment of unwanted information from the leader. Only one unchanged decision is taken, but it is not made by choosing from several alternatives.
- Minority Impact. A lot of social psychology talks about the importance of personality in solving various issues and problems, the influence of personality on the group. Consequently, the minority is also able to influence the majority. There are many such examples in history - Copernicus, Galileo, Martin Luther, etc. If a minority firmly defends their views, then the majority seems to have been conceding from time to time. If a minority doubts, then the majority does not take into account their views. If the minority is convincing, then many people simply do not want to oppose themselves to a minority. In addition, the minority most often leads to a deepening of the situation, to promote creative thinking. In addition, minority certainty raises doubts about the accuracy of decisions taken by the majority. This forces part of the majority to join minority beliefs, decisions. Consequently, the group's minority, if they are convinced of the correctness of their beliefs, can influence the group's overall decision, to reduce the negative thinking of the group in the decision-making process. • Polarization of the group. It is believed that people in the group are trying to use a compromise as a method of decision-making. However, both research and reality prove the opposite - most often the group makes the extreme decisions compared to those offered by individual members of the group. In small groups, positive and negative information or discussing problem situations reinforces the individual views of the group members (both positive and negative). The risk level of a group decision depends on the perceived risk of individual participants - if the risk of a solution offered by each participant is high, then the group decision is even more risky, but if the decision of each participant does not involve risk, then the group decision does not contain the risk factor. Only the trend can be detected: the group intensifies the intensity of individual decisions. Group polarization does not only apply to decisions, but also to judgments and attitudes. Competition and co-operation. When making a decision in a group, the participants have a common sense of purpose - to make a decision. The domains are: what decision will be made. Group members may have different personal goals and this may make it more difficult to make a decision. If group members have different goals, then an interpersonal conflict can develop. When dealing with a conflict, you can: co-operate or compete. All players in the team will benefit from cooperation, but in the event of competing, they will have the opportunity to win more, while others will lose.
- When a difficult choice presents itself, people need traction. Traction on the road to a good decision comes from deliberate, honest, and respectful talk about what matters. Leaders need to bring the language of values and ethics alive in every decision making conversation. Tough choices and good decisions demand nothing less. When should you use the Values Based Decision Making process? Consider using this process when your decision will: Influence the handling of future issues Have significant impact on stakeholders Involve the allocation of a significant amount of human, economic, or other resources Have high visibility, internally or externally
- The road to a good decision features five steps along the way. Here is a summary of the five steps you will be practicing during this training. Discuss questions in question column in class! Long lasting decisions are very important in farm management, also in beeing in cooperatives – one decision in farm may affect also cooperative, others in your group. So value based decisions are best for this case – decisions with your belief, your values, discussed.