SlideShare ist ein Scribd-Unternehmen logo
1 von 13
Downloaden Sie, um offline zu lesen
Participative Decision Making 
Beyond Majority Voting 
Lean Kanban Central Europe, 11-nov-2014 
Stefan Roock, stefan.roock@it-agile.de, @StefanRoock
I decide, you follow 
Easy to install. 
Fast. 
Manager as bottleneck. 
Risk of bad decisions (due to 
lack of insights and bottleneck 
situation). 
No empowerment of employees.
Consultation by Manager 
„As the manager in charge of a 
decision I consult employees 
affected by my decision. That way 
I increase the chance to 
understand their needs and have 
the chance to create a better 
decision.“ 
Better decisions and higher 
commitment than „I decide, you follow!“ 
Needs time. 
Manager as bottleneck (even more). 
No empowerment of employees.
Majority Voting 
Fast. 
May cause alignment problems 
with the „no“ voters.
Konsent 
   
Great for me! Will support it 
if the group 
wants it. 
Veto! Can’t 
support it. 
I will help to create a 
better solution, at least by 
explaining the veto or even better 
by suggesting a small 
modification to the 
decision.
Konsent 
High alignment. 
Improvement process incorporated. 
Causes a lot of effort for larger groups or 
asynchronous decision making. 
May not converge for larger groups.
Consultative Individual Decision 
Choose a decider 
Consult Decide 
Konsent is not 
feasible 
Practice forgiveness 
Learn for next decision 
Publish decision 
Niels Pfläging: „Organize for complexity“
Consultative Individual Decision: 
Our first reaction 
„That can’t possibly 
work. Let’s try it!“
Consultative Individual Decision: 
Why it works 
Social pressure 
regarding the process of 
consultation (and not 
the decision itself).
Consultative Individual Decision 
we use it for 
• company process changes (e.g. our innovation 
process, office fridays) 
• salaries 
• final employment decisions (after probation period) 
• investments 
• etc. 
High alignment (but lower than Konsent). 
Improvement process incorporated. 
Works asynchronously. 
Needs time. 
May degenerate to majority voting under high 
social pressure.
Summary 
„I decide, 
you follow“ 
Consultation 
by manager 
Majority 
voting 
Konsent 
Consultative 
Individual 
Decision 
Large groups high effort 
Large number 
of decisions bottleneck bottleneck high effort 
Alignment with 
decisions 
dependent 
on 
reputation 
problem 
with „no“ 
voters 
super high 
dependent 
on company 
culture 
Asynchronuos 
decision 
making 
high effort 
Time frame for 
decision 
minutes to 
hours 
weeks 
minutes to 
hours 
hours to 
days 
weeks
In the end it’s all about 
organizational culture - of course 
Organizational culture 
influences how a decision 
mechanism works. 
AND 
The used decision 
mechanism influences the 
organization culture.
Thank you for your attention 
Agility on all levels 
Stefan Roock, CEO 
stefan.roock@it-agile.de 
Twitter: @StefanRoock

Weitere ähnliche Inhalte

Andere mochten auch

Situational leadership m.a.
Situational leadership m.a.Situational leadership m.a.
Situational leadership m.a.mylenepmendoza
 
How Teams Work Making Team Decisions Through Consensus
How Teams Work Making Team Decisions Through Consensus How Teams Work Making Team Decisions Through Consensus
How Teams Work Making Team Decisions Through Consensus Mike Cardus
 
Virtue of value based leadership
Virtue of value based leadershipVirtue of value based leadership
Virtue of value based leadershipchtrotter
 
Team decision making or Do you know that a camel was originally a horse desig...
Team decision making or Do you know that a camel was originally a horse desig...Team decision making or Do you know that a camel was originally a horse desig...
Team decision making or Do you know that a camel was originally a horse desig...Yevheniy Veselov, MBA, PMP
 
Presentation on forms of group decision making in organizations by prof.ma...
Presentation on  forms of  group decision making  in organizations by prof.ma...Presentation on  forms of  group decision making  in organizations by prof.ma...
Presentation on forms of group decision making in organizations by prof.ma...manishha
 
Achieving true agility through consent-based decision making
Achieving true agility through consent-based decision makingAchieving true agility through consent-based decision making
Achieving true agility through consent-based decision makingScrum Australia Pty Ltd
 
Decision making models
Decision making modelsDecision making models
Decision making modelsJohn Phillips
 
Building Better Teams - Overcoming the 5 Dysfunctions
Building Better Teams - Overcoming the 5 DysfunctionsBuilding Better Teams - Overcoming the 5 Dysfunctions
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
 
Decision making ppt
Decision making pptDecision making ppt
Decision making pptashgrover
 

Andere mochten auch (9)

Situational leadership m.a.
Situational leadership m.a.Situational leadership m.a.
Situational leadership m.a.
 
How Teams Work Making Team Decisions Through Consensus
How Teams Work Making Team Decisions Through Consensus How Teams Work Making Team Decisions Through Consensus
How Teams Work Making Team Decisions Through Consensus
 
Virtue of value based leadership
Virtue of value based leadershipVirtue of value based leadership
Virtue of value based leadership
 
Team decision making or Do you know that a camel was originally a horse desig...
Team decision making or Do you know that a camel was originally a horse desig...Team decision making or Do you know that a camel was originally a horse desig...
Team decision making or Do you know that a camel was originally a horse desig...
 
Presentation on forms of group decision making in organizations by prof.ma...
Presentation on  forms of  group decision making  in organizations by prof.ma...Presentation on  forms of  group decision making  in organizations by prof.ma...
Presentation on forms of group decision making in organizations by prof.ma...
 
Achieving true agility through consent-based decision making
Achieving true agility through consent-based decision makingAchieving true agility through consent-based decision making
Achieving true agility through consent-based decision making
 
Decision making models
Decision making modelsDecision making models
Decision making models
 
Building Better Teams - Overcoming the 5 Dysfunctions
Building Better Teams - Overcoming the 5 DysfunctionsBuilding Better Teams - Overcoming the 5 Dysfunctions
Building Better Teams - Overcoming the 5 Dysfunctions
 
Decision making ppt
Decision making pptDecision making ppt
Decision making ppt
 

Ähnlich wie Participative Decision Making (Lightning Talk at LKCE 2014 in Hamburg)

Facilitation and Facilitative Leadership
Facilitation and Facilitative LeadershipFacilitation and Facilitative Leadership
Facilitation and Facilitative LeadershipBonner Foundation
 
Super Strategy in Decision Making
Super Strategy in Decision MakingSuper Strategy in Decision Making
Super Strategy in Decision MakingMaxwell Ranasinghe
 
Group decision making
Group decision makingGroup decision making
Group decision makingDharmik
 
Decision Making for the Project Leader
Decision Making for the Project LeaderDecision Making for the Project Leader
Decision Making for the Project Leaderrazausman
 
Change 1
Change 1Change 1
Change 1laribow
 
Nerd herding ntc11nerd - Howe
Nerd herding ntc11nerd - HoweNerd herding ntc11nerd - Howe
Nerd herding ntc11nerd - HoweGrant M Howe
 
How to implement meeting decisions successfully
How to implement meeting decisions successfullyHow to implement meeting decisions successfully
How to implement meeting decisions successfullyibrahimkoncak
 
decision making and problem solving
decision making and problem solvingdecision making and problem solving
decision making and problem solvingAntony Britto
 
Routine & strategic decisions, individual and group decisions.
Routine & strategic decisions, individual and group decisions.Routine & strategic decisions, individual and group decisions.
Routine & strategic decisions, individual and group decisions.Saddam Hussain Bugti
 
Lec decision making & techniques
Lec   decision making & techniquesLec   decision making & techniques
Lec decision making & techniquesDr Shivani Khurana
 
Decision making jaya sgvu
Decision making jaya sgvuDecision making jaya sgvu
Decision making jaya sgvuSorab Sadri
 
Analysis Of Consumer Decision Making Process
Analysis Of Consumer Decision Making ProcessAnalysis Of Consumer Decision Making Process
Analysis Of Consumer Decision Making ProcessAngela Overton
 

Ähnlich wie Participative Decision Making (Lightning Talk at LKCE 2014 in Hamburg) (20)

Facilitation and Facilitative Leadership
Facilitation and Facilitative LeadershipFacilitation and Facilitative Leadership
Facilitation and Facilitative Leadership
 
Super Strategy in Decision Making
Super Strategy in Decision MakingSuper Strategy in Decision Making
Super Strategy in Decision Making
 
Group decision making
Group decision makingGroup decision making
Group decision making
 
Decision Making
Decision MakingDecision Making
Decision Making
 
Decision Making for the Project Leader
Decision Making for the Project LeaderDecision Making for the Project Leader
Decision Making for the Project Leader
 
Change 1
Change 1Change 1
Change 1
 
Nerd herding ntc11nerd - Howe
Nerd herding ntc11nerd - HoweNerd herding ntc11nerd - Howe
Nerd herding ntc11nerd - Howe
 
Decision making
Decision makingDecision making
Decision making
 
Eng/Hema yousry
Eng/Hema yousryEng/Hema yousry
Eng/Hema yousry
 
Agile Values
Agile ValuesAgile Values
Agile Values
 
02 vdj jamie gotch
02 vdj jamie gotch02 vdj jamie gotch
02 vdj jamie gotch
 
Essay On Decision-Making Model Analysis
Essay On Decision-Making Model AnalysisEssay On Decision-Making Model Analysis
Essay On Decision-Making Model Analysis
 
How to implement meeting decisions successfully
How to implement meeting decisions successfullyHow to implement meeting decisions successfully
How to implement meeting decisions successfully
 
decision making and problem solving
decision making and problem solvingdecision making and problem solving
decision making and problem solving
 
Chapter 6.pptx
Chapter 6.pptxChapter 6.pptx
Chapter 6.pptx
 
Routine & strategic decisions,
Routine & strategic decisions, Routine & strategic decisions,
Routine & strategic decisions,
 
Routine & strategic decisions, individual and group decisions.
Routine & strategic decisions, individual and group decisions.Routine & strategic decisions, individual and group decisions.
Routine & strategic decisions, individual and group decisions.
 
Lec decision making & techniques
Lec   decision making & techniquesLec   decision making & techniques
Lec decision making & techniques
 
Decision making jaya sgvu
Decision making jaya sgvuDecision making jaya sgvu
Decision making jaya sgvu
 
Analysis Of Consumer Decision Making Process
Analysis Of Consumer Decision Making ProcessAnalysis Of Consumer Decision Making Process
Analysis Of Consumer Decision Making Process
 

Mehr von Stefan ROOCK

Agile Organisation: What, When, How
Agile Organisation: What, When, HowAgile Organisation: What, When, How
Agile Organisation: What, When, HowStefan ROOCK
 
Hauptsache dem Team geht's gut? Setzen! Sechs!
Hauptsache dem Team geht's gut? Setzen! Sechs!Hauptsache dem Team geht's gut? Setzen! Sechs!
Hauptsache dem Team geht's gut? Setzen! Sechs!Stefan ROOCK
 
Agile Organisationen: eine Frage der Haltung
Agile Organisationen: eine Frage der HaltungAgile Organisationen: eine Frage der Haltung
Agile Organisationen: eine Frage der HaltungStefan ROOCK
 
ScALeD: Agile Skalierung jenseits von Skalierungsframeworks
ScALeD: Agile Skalierung jenseits von SkalierungsframeworksScALeD: Agile Skalierung jenseits von Skalierungsframeworks
ScALeD: Agile Skalierung jenseits von SkalierungsframeworksStefan ROOCK
 
Pecha-Kucha: Scrum in Cool
Pecha-Kucha: Scrum in CoolPecha-Kucha: Scrum in Cool
Pecha-Kucha: Scrum in CoolStefan ROOCK
 
Nein-Sagen für Product Owner
Nein-Sagen für Product OwnerNein-Sagen für Product Owner
Nein-Sagen für Product OwnerStefan ROOCK
 
Agile Organisationen: eine Frage des Leadership
Agile Organisationen: eine Frage des LeadershipAgile Organisationen: eine Frage des Leadership
Agile Organisationen: eine Frage des LeadershipStefan ROOCK
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...Stefan ROOCK
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsRoadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsStefan ROOCK
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsRoadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsStefan ROOCK
 
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)Stefan ROOCK
 
Agile Verträge - Vertragsgestaltung für agile Softwareentwicklung
Agile Verträge - Vertragsgestaltung für agile SoftwareentwicklungAgile Verträge - Vertragsgestaltung für agile Softwareentwicklung
Agile Verträge - Vertragsgestaltung für agile SoftwareentwicklungStefan ROOCK
 
Warum die meisten Hackathons den Unternehmen nichts bringen
Warum die meisten Hackathons den Unternehmen nichts bringenWarum die meisten Hackathons den Unternehmen nichts bringen
Warum die meisten Hackathons den Unternehmen nichts bringenStefan ROOCK
 
MbO, OKR und Nordstern
MbO, OKR und NordsternMbO, OKR und Nordstern
MbO, OKR und NordsternStefan ROOCK
 
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPT
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPTXP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPT
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPTStefan ROOCK
 
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)Stefan ROOCK
 
UX und agile Entwicklung - eine Aufgabe für das ganze Team
UX und agile Entwicklung - eine Aufgabe für das ganze TeamUX und agile Entwicklung - eine Aufgabe für das ganze Team
UX und agile Entwicklung - eine Aufgabe für das ganze TeamStefan ROOCK
 
Alignment und Verbesserung mit dem Nordstern-Konzept
Alignment und Verbesserung mit dem Nordstern-KonzeptAlignment und Verbesserung mit dem Nordstern-Konzept
Alignment und Verbesserung mit dem Nordstern-KonzeptStefan ROOCK
 

Mehr von Stefan ROOCK (20)

Agile Organisation: What, When, How
Agile Organisation: What, When, HowAgile Organisation: What, When, How
Agile Organisation: What, When, How
 
Hauptsache dem Team geht's gut? Setzen! Sechs!
Hauptsache dem Team geht's gut? Setzen! Sechs!Hauptsache dem Team geht's gut? Setzen! Sechs!
Hauptsache dem Team geht's gut? Setzen! Sechs!
 
Agile Organisationen: eine Frage der Haltung
Agile Organisationen: eine Frage der HaltungAgile Organisationen: eine Frage der Haltung
Agile Organisationen: eine Frage der Haltung
 
Scrum in cool
Scrum in coolScrum in cool
Scrum in cool
 
ScALeD: Agile Skalierung jenseits von Skalierungsframeworks
ScALeD: Agile Skalierung jenseits von SkalierungsframeworksScALeD: Agile Skalierung jenseits von Skalierungsframeworks
ScALeD: Agile Skalierung jenseits von Skalierungsframeworks
 
Pecha-Kucha: Scrum in Cool
Pecha-Kucha: Scrum in CoolPecha-Kucha: Scrum in Cool
Pecha-Kucha: Scrum in Cool
 
Nein-Sagen für Product Owner
Nein-Sagen für Product OwnerNein-Sagen für Product Owner
Nein-Sagen für Product Owner
 
Agile Organisationen: eine Frage des Leadership
Agile Organisationen: eine Frage des LeadershipAgile Organisationen: eine Frage des Leadership
Agile Organisationen: eine Frage des Leadership
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...
Roadmaps und Agile Reporting abseits von Velocity und Story Points (Agile Wed...
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsRoadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story Points
 
Roadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story PointsRoadmaps und Agile Reporting abseits von Velocity und Story Points
Roadmaps und Agile Reporting abseits von Velocity und Story Points
 
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)
Vertragsgestaltung für agile Softwareentwicklung (OOP 2018, München)
 
Metriken@agile
Metriken@agileMetriken@agile
Metriken@agile
 
Agile Verträge - Vertragsgestaltung für agile Softwareentwicklung
Agile Verträge - Vertragsgestaltung für agile SoftwareentwicklungAgile Verträge - Vertragsgestaltung für agile Softwareentwicklung
Agile Verträge - Vertragsgestaltung für agile Softwareentwicklung
 
Warum die meisten Hackathons den Unternehmen nichts bringen
Warum die meisten Hackathons den Unternehmen nichts bringenWarum die meisten Hackathons den Unternehmen nichts bringen
Warum die meisten Hackathons den Unternehmen nichts bringen
 
MbO, OKR und Nordstern
MbO, OKR und NordsternMbO, OKR und Nordstern
MbO, OKR und Nordstern
 
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPT
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPTXP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPT
XP-Days-Kurzvortrag: ALIGNMENT UND VERBESSERUNG MIT DEM NORDSTERN-KONZEPT
 
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)
Alignment und Verbesserung mit dem Nordstern-Konzept (Kurzvortrag)
 
UX und agile Entwicklung - eine Aufgabe für das ganze Team
UX und agile Entwicklung - eine Aufgabe für das ganze TeamUX und agile Entwicklung - eine Aufgabe für das ganze Team
UX und agile Entwicklung - eine Aufgabe für das ganze Team
 
Alignment und Verbesserung mit dem Nordstern-Konzept
Alignment und Verbesserung mit dem Nordstern-KonzeptAlignment und Verbesserung mit dem Nordstern-Konzept
Alignment und Verbesserung mit dem Nordstern-Konzept
 

Kürzlich hochgeladen

NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 

Kürzlich hochgeladen (20)

NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 

Participative Decision Making (Lightning Talk at LKCE 2014 in Hamburg)

  • 1. Participative Decision Making Beyond Majority Voting Lean Kanban Central Europe, 11-nov-2014 Stefan Roock, stefan.roock@it-agile.de, @StefanRoock
  • 2. I decide, you follow Easy to install. Fast. Manager as bottleneck. Risk of bad decisions (due to lack of insights and bottleneck situation). No empowerment of employees.
  • 3. Consultation by Manager „As the manager in charge of a decision I consult employees affected by my decision. That way I increase the chance to understand their needs and have the chance to create a better decision.“ Better decisions and higher commitment than „I decide, you follow!“ Needs time. Manager as bottleneck (even more). No empowerment of employees.
  • 4. Majority Voting Fast. May cause alignment problems with the „no“ voters.
  • 5. Konsent    Great for me! Will support it if the group wants it. Veto! Can’t support it. I will help to create a better solution, at least by explaining the veto or even better by suggesting a small modification to the decision.
  • 6. Konsent High alignment. Improvement process incorporated. Causes a lot of effort for larger groups or asynchronous decision making. May not converge for larger groups.
  • 7. Consultative Individual Decision Choose a decider Consult Decide Konsent is not feasible Practice forgiveness Learn for next decision Publish decision Niels Pfläging: „Organize for complexity“
  • 8. Consultative Individual Decision: Our first reaction „That can’t possibly work. Let’s try it!“
  • 9. Consultative Individual Decision: Why it works Social pressure regarding the process of consultation (and not the decision itself).
  • 10. Consultative Individual Decision we use it for • company process changes (e.g. our innovation process, office fridays) • salaries • final employment decisions (after probation period) • investments • etc. High alignment (but lower than Konsent). Improvement process incorporated. Works asynchronously. Needs time. May degenerate to majority voting under high social pressure.
  • 11. Summary „I decide, you follow“ Consultation by manager Majority voting Konsent Consultative Individual Decision Large groups high effort Large number of decisions bottleneck bottleneck high effort Alignment with decisions dependent on reputation problem with „no“ voters super high dependent on company culture Asynchronuos decision making high effort Time frame for decision minutes to hours weeks minutes to hours hours to days weeks
  • 12. In the end it’s all about organizational culture - of course Organizational culture influences how a decision mechanism works. AND The used decision mechanism influences the organization culture.
  • 13. Thank you for your attention Agility on all levels Stefan Roock, CEO stefan.roock@it-agile.de Twitter: @StefanRoock