P1: PROCESS CLARITY**

...a successful DECISION WORKSHOP requires a clear understanding of the overall process by the stakeholders.

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If the rules and deliverables of a process are not explained to the stakeholders in the beginning, the process might not be very productive.

Decision makers and stakeholders are generally not familiar with the decision-making process used. Furthermore, they might have a different understanding of the terms such as "frame," which might lead to incorrect assumptions about the process. In order to make the best use of the time and resources available, the decision-making process should be clear to the decision makers and the stakeholders so that they feel that they are making the right choice with a clear mindset.

For Kayser (2011) an effective structure for a meeting is necessary because it aids the facilitation processes, ensures optimum participation from group members, and dramatically increases the chances of cashing in on the collaborative brain power of the group. He says that the purpose, the desired outcomes, the roles, and the agenda need to be clear before the meeting. Kayser uses the analogy of changing the oil filter to emphasize the importance of time spent on clarifying the meeting structure. You can skip changing your oil filter in each oil change, or even delay changing the oil, which would eventually lead to an issue with the engine that will be much more expensive than the filter or the oil. In other words, sooner or later, you will pay for not planning properly.

Therefore:

• State the purpose and the desired outcome of the meeting. If there is no apparent purpose, then there is no need for a meeting. Furthermore, the deliverables of the process should be clearly stated (i.e., we will identify the scope of the analysis after this discussion).
• Identify who needs to attend the meeting. For instance, which subject matter experts should be there?
• Assign team members to specific roles:
  • A process leader will guide the team through the process. For specific processes, the process leader will act as a neutral facilitator in order not to bias the group. That means not bringing any judgment into the conversation.
  • A note-taker will make a note of the critical elements of the discussion and display them to the team. Meeting artifacts must be displayed clearly so that they serve as a collective memory of the team.
• Provide an agenda that outlines what will be done and what is desired to be achieved throughout the process. There might be deviations in the application. However, there must be an initial plan about how to run the meeting.
• Finally, make sure the setting is appropriate for the process. It includes having the right artifacts (flip charts, sticky notes, etc.), and the right seating (round table, etc.).

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Once the process is transparent, a detailed and well-laid-out DECISION TIMELINE would make it clear to the participants in the process when to expect a decision.

References:

Kayser, T. A. (2011). Mining Group Gold: How to Cash in on the Collaborative Brain Power of a Team for Innovation and Results. McGraw-Hill.