Framing Complex Decisions

3.3

Describe the 3 different tools or approaches for dealing with complex, multiple stakeholders, and environmental decision processes in your organization. Reflect on changes or alterations you would consider to ensure the most successful process possible. Describe the elements in detail and make clear the available options and consequences.

Shoemaker and Russo (Hoch, et. al., 2001) present the concept of frames as a business group analog to a personal world view.  As with most people and organizations, worldviews and “frames of references” are often limited by personal/organizational experiences and end goals.  To solve this, as the “All Lord High” Director of an organization, I would employ a 3 step method to ensure high pressure and multiple stakeholders are satisfied.

Frame Audit – Ah yes, the cleansing and disinfecting light of an audit.  As mentioned in the discussion post, my background as an auditor makes this a natural fit.  But auditing can serve multiple functions and is sometimes underappreciated as a business tool.  Besides the obvious function of identifying areas of weakness, failure, non-compliance (or whatever is the audit scope and standard), a well-run audit will also identify areas of strength, success, and compliance. 

The benefits are many.  First, it can demonstrate to everyone that an organization can do and actually does do some things correctly! Huzzah!  Further, one can use the example as a teaching tool to identify attributes and characteristics that make that function successful.  These attributes can be benchmarked or imported and modified as necessary to the identified areas of weakness. 

But perhaps the best reason for an audit is transparency – everyone’s dirty laundry is noticible when we shine the light on it.  When such organizational practices hit the light of day, all of the sniping and gossiping and moaning and rumoring can stop – here are the facts, here’s what needs to fixed, period.  This forces everyone to acknowledge what the problems are and drives everyone to solutions to fix it.

Change metaphors – “Refreshing” “Cleansing” “Purifying”.  The latest advertising campaign for a pomegranate smoothie? No, what an organization may need to do from time to time.  I like to say around the office that “words have meaning” which is to convey that precision and command of the language is fundamental, but also that bromides and sloganeering carries no weight. 

When an organization is at such a stage and when executed in conjunction with an audit, it seems an opportune time to create a new set of terms that better explain and align with the new work statement and explain the new “frame”.   Any new initiative will invariably be met with some eye rolling, but if there’s simplicity, purpose, and relevance behind the rhetoric, people are more likely buy into the new mindset. 

Stretch a Frame – Organizations often are forced to change to survive.  Change may require redefining ones work statement and the associated frame by which to operate from.  As such, it is may be easier ask an organization to expand itself as a necessity to survival and ultimately profitability  

Additionally, encouraging a workforce to expand and diversify their capabilities is way to help motivate a group faced with the uncertainty of change.  Good leadership, clear objectives, and the prospect of a better future will always ameliorate a challenging situation. 

Hoch, S. J., Kunreuther, H., & Gunther, R. E. (2001). Wharton on making decisions (1st ed.). New York: Wiley