Collaboration in decision-making can be great - and it can also be awful. We don’t believe collaboration is the answer for all contexts.
Complex and complicated situations: where no one individual can have enough understanding to either grasp the entire problem, or solve it.
Large communities required to make a change: where collective ownership of decisions and solutions is what makes the change possible.
Stuck systems where ‘best practices’ have failed: where a radical or new way of thinking is therefore required.
Chaotic situations: where collaboration can be a costly burden and isn't necessary. Chaotic situations first require rapid action before more comprehensive sense-making can take place.
Simple, predictable environments: where a set of established, proven and/or enforced policies, procedures and rules are in place, such as in a military chain of command.
Sensitive or time urgent matters.
An ability to understand how your organization makes decisions as a system.
Evaluating the overall effectiveness of decision-making in your organization, represented as your Decisiveness Quotient.
An ability to determine the situations where collaborative approaches to decision making are helpful - and where they aren’t.
Recommendations on how to optimize your organization's decision-making networks to make better and/or faster decisions.
Balancing ‘physical’ and ‘cognitive’ diversity to create teams that make better decisions, where collaborative decision-making is required.