Renowned Harvard author Laura Nash displays a strong working knowledge of organisations in her 12 question suggestions for facilitating decision making:
- Have you defined the problem accurately? (factual neutrality – experts would not disagree on facts)
- How would you define the problem if you stood on the other side of the fence?
- How did this situation arise in the first place?
- To whom and to what do you give your loyalties as a person and as a member of the organisation? (Decisions with corporate / family / society hats on)
- What is your intention in making this decision?
- How does this intention compare with the likely results?
- Whom could your decision or action injure?
- Can you engage the affected parties in a discussion prior to making the decision?
- Are you confident your position will be as valid over a long time period as it seems now?
- Could you disclose without qualm your decision or action to your boss, CEO, Board, family or society as a whole?
- What is the symbolic potential of your action if understood? misunderstood?
- Under what conditions would you allow exceptions to your stance?
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