Forum Views - July 2023
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FORUM VIEWS - JULY 2023
The y-axis of the DI-CUBE is probably the most
underestimated aspect of successful decision-making. Based
on my experience working with executives and several
research projects, I believe that this aspect is currently the
most underrated factor of good decision-making at companies
because you can neither just buy a piece of software and
automate it nor do executives often invest the time it requires
to deal with it.
• Are structures & processes in place that allow for
identifying dissent among stakeholders regarding relevant
facts and assumptions / the interpretation of the
intelligence gathered? Are they effective?
• Are structures & processes in place to deal with dissent
and increase the level of consensus among the relevant
stakeholders of a decision? Are they effective?
• Are principles established that help decision-makers to
decide when to ‘ignore’ disagreement among the
stakeholders of a decision? Are they accepted?
Finally, the z-axis is probably the most difficult to evaluate and
change. It covers assessing how executives or organizations
prioritize the relevant facts and essential assumptions to base
their decisions on and how they deal with dissent within or
outside the organization.
What does this mean? Well, there are some decisions where
you don't require any dissent assessment because the
required facts & figures or assumptions that matter are well
accepted by all major stakeholders (e.g., criteria to evaluate a
customer along a KYC process etc.). These kinds of decisions
can be made based on rational assessments with no cognitive
preferences (biases).
Possible Assessment Questions:
Z-Axis (PREFERENCE Dimension):
Exhibit 1: Decision Intelligence CUBE
X-Axis (INTELLIGENCE Dimension):
Possible Assessment Questions:
Y-Axis (DISSENT Dimension):
When analyzing an executive's or an organization's decision-
making behaviour and structures, we first assess how facts
are gathered, assumptions are developed, and uncertainty is
dealt with. In our experience, many companies are today well
organized to gather facts & figures but have no consistent
approach to develop and test assumptions, let alone
established intelligence acquisition processes when dealing
with uncertainty. Based on this assessment, we then identify
opportunities to improve a company's intelligence-gathering
processes when preparing decisions.
• Are our decision-makers framework-proficient enough to
select the right frameworks and models?
• Do we invest in the right technologies to gather and
process intelligence?
• How do we develop assumptions about future
developments, and can we identify those developments
that genuinely affect our company's business model?
• Are we able to think in alternative business context
scenarios?
• Do we have principles in place when we face true
uncertainty?
Once we understand how executives or organizations gather
the intelligence they need, the next important dimension is
how they deal with DISSENT among executives along the
decision-making process. Dissent can happen with respect to
different conclusions from the intelligence gathered or what
kind of facts or assumptions are essential to decide in the first
place.
Source: Roger Moser
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