Who is responsible for ensuring that all the factors necessary for a productive decision-making process are in place or considered in the process and moderates the process?<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\nThis last point has a double benefit: On the one hand, it is decisive for whether the change in decision-making succeeds productively and without \"damage\". On the other this competence contributes significantly to resolving the managers' dilemma. Good facilitation ensures reasonably quick decisions in principle involving several people, even if they are inexperienced in making decisions.<\/p>\n\n\n\n
Building facilitation skills for decision-making processes - a decisive step out of the dilemma<\/h2>\n\n\n\n The prudent and goal-oriented moderation of fundamental decision-making processes is a key competence when it comes to \"picking up speed\" in transformation processes and moving from conceptualisation and discussion to action.<\/p>\n\n\n\n
However, this moderation competence is often not recognised as a key competence and is consequently built up too late or hardly at all. Until it is available in the organisations in sufficient quality, we recommend buying in this competence, especially for transformation processes. What distinguishes the field of competence?<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Clarity and structure<\/h3>\n\n\n\n In addition to establishing clarity of purpose, this part of facilitation competence is about prioritising the different aspects. What is part of this decision-making process, what is not? What is relevant and when? What needs to be looked at and dealt with in the process and when? What needs to be \"parked\"? By what criteria do all those involved in the decision-making process perceive that the decision taken is a good decision?<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Systemic perception<\/h3>\n\n\n\n How constructive a decision-making process is often has little to do with the matter at hand, but a lot to do with personality, relationship and (informal) power, visible and invisible fear structures. To grasp this, to recognise dynamics and to use them productively for decision-making is the core competence of a very good facilitator.<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Working with what is<\/h3>\n\n\n\n In no organisation does the \"perfect world\" prevail. We often experience that this imperfect state is used as a perfect excuse to delay decision-making processes. \"If we had already done that ... If there was this or that with us ... If we didn't do it earlier ....\" The task and competence of a facilitator in decision-making processes is to ensure that the To sharpen the view for resources, to lead process participants out of deficiency thinkingso that they work with what is there.<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Create trust<\/h3>\n\n\n\n Especially when the nature of decision-making changes, more people than before or other people may be involved in the decision-making process, it is crucial for the success of the process that the facilitator succeeds, To create trust in the procedure very quickly and to secure this again and again in the process. For Only if there is trust in the process will it move forward and the outcome of the process find acceptance among all those involved. <\/p>\n\n\n\n
For decisions in transformation processes, this means that acceptance of decision-making contributes significantly to the success of the entire transformation process. Moreover, this acceptance also ensures the further commitment of those involved in the transformation.<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Neutrality and benevolence<\/h3>\n\n\n\n Every facilitator should have a neutral and benevolent attitude. It ensures that he or she is accepted by the group and can also act as a mediator in the process of conflicts that arise.<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Responsibility for the process, not the result<\/h3>\n\n\n\n In order for the facilitator to maintain his\/her neutral stance, his\/her responsibility must be limited to guiding the process and must not include the quality of the decision. Of course, the facilitator contributes significantly to the quality of the decision through the way he or she guides through the decision-making process (e.g. asking specific questions, verbalising one's perceptions, summarising and visualising), but the responsibility for this lies with the members of the organisation who participate in the decision-making process.<\/p>\n\n\n\n
Field of competence: Moderation of fundamental decision-making processes<\/p>\n\n\n\n
Establish commitment and get the participants involved<\/h3>\n\n\n\n In order to implement decisions that have been made, it is elementary that the facilitator supports all participants in moving from discussion to action. The final task is to define the first concrete steps for implementation in a binding manner: What will be done, by when and by whom? How and when are these milestones tracked?<\/p>\n\n\n\n
Conclusion<\/p>\n\n\n\n
Moderation promotes the quality of the decisions to be made<\/h2>\n\n\n\n In order for fundamental decision-making processes in transformations to become a catalyst, they must be professionally moderated. This facilitation not only saves you time and money, it also helps to increase the quality of decisions made and to make successes in transformation processes visible within a reasonable time. This in turn ensures acceptance of the change, underlines the self-efficacy of the organisation and ultimately ensures the lasting commitment of the employees.<\/p>\n\n\n\n
<\/div>\n\n\n\n
As the productivity of decision-making processes is very closely linked to the quality of the proposals that are put forward for decision, we are presenting a specific tool here.<\/p>\n\n\n\n
Thoughtfully submit proposals with the proposal canvas<\/h3>\n\n\n\n You can use this CANVAS at different stages of the idea and decision-making process deploy.<\/p>\n\n\n\n
In the process of brainstorming, the first step can be a Be the basis for you to outline the proposal so farthat it can be further developed in exchange with colleagues. To do this, we recommend that you think through and fill in fields 1-3. During the exchange The CANVAS both as a discussion guide and for documentation purposes.<\/p>\n\n\n\n
Once the proposal has been fleshed out enough to be submitted for decision-making, you can use the CANVAS for the Presentation preparation use.<\/p>\n\n\n\nTools for introducing proposals into decision-making processes<\/figcaption><\/figure>","protected":false},"excerpt":{"rendered":"In the context of transformation processes, many fundamental decisions have to be made. How quickly organisations manage to make these decisions in line with the desired goals also determines the success of the transformations. However, managers are often caught in the dilemma of wanting to involve as many members of their organisation as possible in the decision-making processes on the one hand, but having to deliver results quickly on the other. In this article, we give recommendations for action that help to resolve the dilemma and find a productive decision-making culture.<\/p>","protected":false},"author":2,"featured_media":17342,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"In Transformationsprozessen produktiv entscheiden","_seopress_titles_desc":"So gelingt es, produktiv Entscheidungen zu treffen, auch wenn viele Personen in die Entscheidung involviert sind.","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[{"_seopress_pro_rich_snippets_type":"none"}],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[250,253],"tags":[],"class_list":["post-15009","post","type-post","status-publish","format-standard","has-post-thumbnail","category-praxis-fuehrung","category-praxis-change-management","masonry-post","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-33"],"acf":[],"_links":{"self":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/15009","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/comments?post=15009"}],"version-history":[{"count":0,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/15009\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media\/17342"}],"wp:attachment":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media?parent=15009"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/categories?post=15009"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/tags?post=15009"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
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