By Mark D. Bennett
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Additional resources for A Field Guide to Good Decisions: Values in Action
The issue is not an insistence on group consensus or a softhearted concern for the needs of others. Rather, it is a hardheaded assessment that decisions improve when we take steps to engage those who have a stake in the outcome. Of course, adding more people to the discussion invites more values and concerns. The initial effect may be confusion and conflict. In the end, welcoming divergent positions can strengthen a difficult and controversial When you encounter difficulties decision. Critics often base their disapand contradictions, do not try proval on the failure to identify and reto break them, but bend them spect what matters to others, especially with gentleness and time.
Breathe and count slowly to ten, if necessary. Meaning and understanding often grow better in the spaces between people and their sentences. Not all cultures suffer from speech behavior patterns that rush to fill gaps in the conversation. For those who like to stay on task, this step may seem uncontrolled and chaotic. It may appear to be a colossal waste of time because it is exploratory and not immediately linked to options and choices. Our position is clear: expand the complexity before homing in on potential solutions.
Is there one role that is dominant or leading? • What else influences me in this situation (relationships, experience, culture)? • What seems to be important and why? Learn What Matters The goal: Build a comprehensive list of what matters to all stakeholders and negotiate a common understanding of these values. ” High-quality decisions begin with early and continuous focus on people’s values, no matter what the topic or venue. Skilled decision-makers know their own values and can explain them to others.
A Field Guide to Good Decisions: Values in Action by Mark D. Bennett