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Because strategies (that explicitly or implicitly describe the ways and means to achieve a priority) differ in effectiveness, each must be judged as to suitability, feasibility, and acceptability as a recommended course of action. A decision-making worksheet is a scoring mechanism, usually a grid or spreadsheet, that lists strategies to be considered and the criteria for decision-making along with instructions for applying the criteria. Worksheets can be used to filter out strategies, to select from alternate approaches to the same end or to select for differing ends.
Filtering Out Options. The proposals must be vetted (thoroughly examined) using a technique such as:
1. Strategic Assessment Guide /Strategic Assessment Guide – This analysis tool looks at suitability, feasibility, and acceptability. Is it is reasonable to act on a course of action (suitable); is there an organizational capability to act on the recommendation (feasible); and is there sufficient organizational will to act on a course of action (acceptable).
2. Force Field Analysis , Force Field Analysis – The force field analysis is a simple balance sheet where participants first identify the beneficial forces acting for a course of action and those detrimental forces acting against a course of action, and then considers whether the negative forces so identified are insurmountable and whether the positive forces are satisfactory.
Selecting Among Options. A selection between reasonably equivalent options to meeting a particular end purpose can be made by:
1. Paired Comparison – Paired comparison decision making compares each proposed course of action against every other course of action (and thus does not require the creation of selection criteria to be used as a standard). The strategy item that outclasses all or most of the other items would be selected for implementation.
2. Multi-Criteria Decision Matrix/Means Ends Trade-Off / Multi-Criteria Decision Matrix/Means Ends Trade-Off – The decision matrix, also called a preference matrix or grid analysis, is a decision-making tool that helps the analyst compare a small number of alternatives (listed in the grid rows)) against multiple criterion (listed in the grid columns). Courses of action that satisfy the most criteria are selected for implementation.
Deciding Among Priorities. A selection between different policy domains, that is policies or projects that serve differing ends, can be made by:
1. Experiential Trials – As a decision-making method, small trials are used to acquire facts and gain knowledge about the efficiency and effectiveness of new strategies. This small-scale experience is the source for making more informed, and potentially more expensive, commitments.
Rank Priorities (Goals). The methods for settling on priorities can include any of the following:
1. Multi-Voting – Multi-voting is a means of democratic prioritization where each person has multiple votes to cast on a list of items, where the number of votes equals the number of items and where list items must receive at least 50 percent of votes in a round to be considered in subsequent rounds
2.Cumulative Voting – Cumulative voting is a technique of democratic prioritizing where voters cast multiple votes in a single round, up to a fixed number, for one or more of the items up for consideration. Often the voting is done using sticky colored dots so that the group can identify the items important (those receiving the most votes) from the list.
Other ideas ??? send your comments, suggestions, and examples to lced@aces.uiuc.edu
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