Projecting
Our Values Through Our Decisions
In
a presentation hosted by TEDx Talks (2014), Dr. Joe Arvai, Professor and Svare
Chair at the University of Calgary, specializing in Applied Decision Research, discusses
certain truths with regards to decision making; one of which is as human
beings, we are defined by our skeletons, our cells, tissues, and organs…; but,
as people, we are defined by the decisions we make or do not make. Arvai
displays a slide of a picture in which nine dolphins are hidden. Upon closer
examination, this student of organizational decision making found eight of the
nine. The hidden dolphins represent that which we as decision makers often
miss, “the bigger picture” (TEDx Talks, 2014). The hidden dolphins are symbolic
of our hidden values. Often, decision making is like a mirror that reflects our
values outward to the world; but, decision making requires a lens that takes
our values, sharpens them, and brings them in to focus such that we are able to
make decisions that align with our values (TEDx Talks, 2014). Arvai describes
research that confirms most of the decisions we make hit with “50% of our
values” and as decisions become more complex and complicated, the alignment of
decisions and values further decreases (TEDx Talks, 2014). This observation
alludes to another truth; we tend to act as archaeologists, rather than architects,
when making decisions (TEDx Talks, 2014).
Imagine
a gasoline station set up much like an international beer bar wherein the gas
pumps were labeled as: Canada, United States. Venezuela, Saudi Arabia, and
Nigeria; and, customers were asked which pump they would select. Depending on
one’s home country, we could expect to see our decision making process to
follow that of an archaeologist that simply uncovers pre-existing preferences
embedded in our minds and we would choose the pump of our home country (TEDx
Talks, 2014). However, if consumers are asked to make their decisions based on
a reflective process that asks values such as: environmental impact, greenhouse
gas emissions, human rights standings, environmental reputation, and the
overall price of the gas to determine if the gasoline can qualify as “ethical
oil”; the decision making process becomes that of an architect, one who uses
current information and knowledge of one’s own values and constructs the best
decision, “at the time” that reflects values (TEDx Talks, 2014). At times, the
decision making process presented by Arvai can take time. For this, he has
developed a decision making “building code” to be used when decisions require a
high degree of accuracy and effort (TEDx Talks, 2014). It is this code, which
includes: goals and objectives, options, outcomes and consequences, tradeoffs,
and monitoring that has led to the research discussed by Marcia Blenko (TEDx
Talks, 2014).
In
an interview conducted by the Harvard Business Review (HBR) (2010), Blenko
presents research results from studies conducted with 750 companies that span
the “Big Six Market” of the: United States, France, United Kingdom, Germany,
Japan, and China. She notes those companies who are able to make and execute
better decisions that lead to increased financial performance do so with a “faster
metabolism” and a higher rate of “employee engagement” (HBR, 2010). Brown
(2011) finds today’s organizations understand engaged employees “are the
difference between success and failure” and defines engaged employees as those
who have “the ability to make decisions about their work”, are held responsible
for the results of those decisions, take ownership for those outcomes, and
solve hitches and glitches “on their own” (p. 223). As Blenko observes, “boxes
and lines”, found on an antiquated organizational charts, have been replaced by
decisions “as the basic unit of organization” and engaged
employees can cut through the imaginary lines and realize they can have an impact
across the organization (HBR, 2010). Organizations that are able to make faster
decisions are more stimulating to its employees and as a result, decision
effectiveness increases which strongly correlates to increased revenues (HBR,
2010).
Just
as Blenko lists four elements that comprise decision effectiveness: quality,
speed, yield, and effort; she also notes obstacles to good decision making
(HBR, 2010). As companies become more complex, it becomes less clear who does
what. Further, employees are often not certain who makes the decision. Getting
the right information to the decision makers may be delayed or prevented.
Leaders may not debate the issues in advance of making the decision; and, the “right
talent” may not be in the position tasked with making the decision (HBR, 2010).
Returning to Arvai’s discussion, it seems to this observer, values are missing
from Blenko’s list (TEDx Talks, 2014). As Arvai notes, there is “no free lunch”
and in order to construct those decisions as an architect would, we need to
consider the consequences of our decisions before we make our choices (TEDx Talks,
2014). Arvai concludes with that which is my biggest take away, we should take
every decision we make throughout the day, week, month, and year and use that
as a way to project our values to our family, community, nation, and the world
(TEDx Talks, 2014).
References
Brown, D.R. (2011). An Experiential Approach to Organization
Development. (8th ed.). Upper
Saddle
River, NJ: Prentice Hall.
Harvard Business Review. (2010,
Oct. 13). How Companies Can Make Better Decisions, Faster.
[Video
file]. Retrieved from https://www.youtube.com/watch?v=pbxpg6D4Hk8&feature=player_embedded
TEDx Talks. (2014, Dec. 8). How
to make better decisions | Dr. Joe Arvai | TEDxCalgary
[Video
file]. Retrieved from https://www.youtube.com/watch?v=NQ7SAcFp4so
No comments:
Post a Comment