Participant's Guide - Values Based Decision Making



PARTICIPANT WORKBOOK

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Values Based

Decision Making

Making Good Decisions That Last

Sustainable Management Development Program

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Sustainable Management Development Program

Division of Global Public Health Capacity Development

Coordinating Office for Global Health

U.S. Centers for Disease Control and Prevention



Version 1

Values Based Decision Making

CONTENTS

Introduction

Sustainable Management Development Program iii

Acknowledgements iii

About this Course iv

Target Audience iv

Learning Objectives iv

Schedule v

Icon Glossary v

Introduction to Values Based Decision Making

What is Values Based Decision Making? 1

Step 1: Clarify Perspective 3

Step 2: Comprehend Values 5

Step 3: Commit to What is Most Important 7

Step 4: Choose the Option That Fits Best 9

Step 5: Communicate Your Decision Clearly and Honestly 11

Conclusion

Summary 13

What’s Next? 14

Resources

Books 15

Appendices

Mapping Stakeholder Values 19

Questions for Identifying Values 21

Principles of Public Health Ethics 23

Dealing with Negative Consequences 25

Using the Steps in Your Organization 27

Decision Making Worksheet 29

Decision Summary Form 30

Moving Through the Steps 31

Glossary of Terms 33

Course Evaluation Form 35

|Introduction |

|Sustainable Management Development Program |

|SMDP works with ministries of health, educational institutions, nongovernmental organizations, and other partners to strengthen leadership and|

|management skills and systems to improve public health in low resource countries. |

|Program Strategy |

|SMDP strengthens leadership and management skills and systems through— |

| |Integration with country public health priorities |

| |Strategic partnerships |

| |Technical assistance and training |

| |Policy and systems development |

| |Advocacy and education |

| |Evaluation |

|For more information, visit . |

|Acknowledgements |

|Workbook text, diagrams, and PowerPoint® slides created by Mark D. Bennett and Joan McIver Gibson. |

|About this Course |

|The goal of this course is to provide you with a variety of tools and techniques which will help you make good decisions. Good decisions are |

|based on your most important values. They are decisions that others can and will implement. Good decisions last. |

|Target Audience |

|This course is designed for leaders in public health services. Effective leaders make good decisions and know how to engage constructively |

|with others in the decision making process. |

|This course can also benefit employees and staff who participate in decision making processes, and those who must implement the decisions of |

|others. |

|Learning Objectives |

|When you complete this course you will be able to: |

| |Describe the steps in the values based decision making process |

| |Conduct dialogue with stakeholders to identify important values for making a decision |

| |Identify the potential unintended consequences of a decision |

| |Make values based decisions |

| |Identify potential negative consequences of a decision |

| |Communicate decisions using a decision summary form |

|Schedule |

|Morning (8:30am – 12:00pm) |

| |Course Introduction |

| |Case Presentation |

| |Applying the Five Steps to Reach a Decision |

| |Reporting the Decision |

| |Conclusion, Next Steps, Evaluation |

|Icon Glossary |

|The following icons are used in this workbook: |

|[pic] |EXERCISE |

|[pic] |TIP: SUPPLEMENTAL INFORMATION TO HELP PERFORM A TASK MORE EASILY |

|Introduction to Values Based Decision Making |

|What is Values Based Decision Making? |

|When a difficult choice presents itself, people need traction. Traction on the road to a good decision comes from deliberate, honest, and |

|respectful talk about what matters. Leaders need to bring the language of values and ethics alive in every decision making conversation. Tough|

|choices and good decisions demand nothing less. |

|This course will provide you with the skills to: |

| |Identify and involve the right stakeholders |

| |Conduct productive dialogue about values |

| |Make a good, values based decision |

| |Identify potential negative consequences of a decision |

| |Communicate your decision in a way that creates support from those who must implement it, and those whom it affects|

| |Values Based Decision Making is a straightforward process for making and communicating decisions based on the most |

| |important values. A leader’s integrity and credibility in the eyes of others come from a values driven process, and|

| |from transparency and honesty in communication. |

| | |

|When should you use the Values Based Decision Making process? Consider using this process when your decision will: |

| |Influence the handling of future issues |

| |Have significant impact on stakeholders |

| |Involve the allocation of a significant amount of human, economic, or other resources |

| |Have high visibility, internally or externally |

|The road to a good decision features five steps along the way. Here is a summary of the five steps you will be practicing during this |

|training. |

|Five Steps on the Road to a Good Decision |

|Step |Activities |Question |Desired Outcome |

|1. Clarify Perspective |Stepping back |What point-of-view do I bring to|Improved ability to see |

| |Framing |this decision? |clearly and listen effectively|

|2. Comprehend Values |Identifying |What is important to me, the |Better understanding of the |

| |Dialogue |organization, and others? |range of values |

|3. Commit to what is most |Advocacy |What is most important that |A set of guiding values to |

|important |Weighing |should guide our decision? |point the way |

|4. Choose the option that |Looking at the downside |What is the best fit between |Strong connection between the |

|fits best |Considering options |importance and action? |guiding values and the |

| | | |decision |

|5. Communicate your decision |Being transparent |How can I credibly communicate |A decision that levels with |

|clearly and honestly |Telling the story |this to others? |others about its basis and the|

| | | |consequences |

| |

| |

| |

| |

| |

| |

|Step 1: Clarify Perspective |

|Introduction |

|Clarifying requires that you step back and take a look around. It also offers you an opportunity to adjust your point of view to see more |

|clearly. While this can be accomplished alone, it can be helpful to hear how others see differently. When a decision maker appreciates the |

|presence of differing viewpoints early in the process, this: |

| |Increases the likelihood of meaningful dialogue because participants understand where others are coming from |

| |Begins to identify biases, prejudgments, and assumptions |

| |Identifies missing perspectives |

| |When appropriate, consult others directly to find out what matters to them. When this is not possible, do your best to |

| |state what they would say if asked. |

|[pic] |EXERCISE 1: Clarify Perspective |

| |Record your answers on the Decision Making Worksheet (DMW) provided by your instructor. |

| |By yourself, write down your answer to the following question: What is my initial reaction on this decision? (A |

| |reaction might be an impression, a solution, an assumption, a sense of the kind of issue this is, or a strong |

| |response of some kind, e.g., a clear opinion that there is only one thing to do.) |

| |By yourself, consider whether you bring a particular perspective or “point-of-view” to this issue. Describe it |

| |briefly. It may be a role you play, expertise you possess, or a related experience you have had. |

| |As a group, go around the table and share your reaction and points of view, one at a time. Be brief. Take no more |

| |than 1 minute per person. Listen carefully as others express how they “see” the situation. Avoid comments, BUT do |

| |follow up with a speaker to clarify if you do not understand. As you listen, note the different perspectives |

| |revealed by these initial reactions. |

| |Dig Deeper |

| |If you have time, or the issue is important enough that you must make the time, consider: |

| |Assumptions: What do we assume is true about this decision? Which of these assumptions should we check out to confirm |

| |our understanding? |

| |Other Perspectives: Are we missing perspectives that we need to make a good decision? If not, who should we involve and|

| |how should we involve them? |

| |Ways to Frame the Decision: How can we most clearly state the decision we are responsible for making? What does our |

| |frame highlight and what does it leave out? |

| |How to Proceed: How should we approach the decision (i.e. information gathering, consultation, option development, and |

| |deadline)? |

|Step 2: Comprehend Values |

|Introduction |

|Talking with and listening to others can improve the decision maker’s understanding of what’s at stake. Always adapt what you do to both the |

|situation and the time available. The simple act of expressing to someone else what is important and hearing them reflect what they understand|

|offers a valuable opportunity to learn how another sees the issue. The range of “what matters” includes organizational and professional |

|values, personal values, and values of others. |

| |Enter into dialogue with others to develop a comprehensive list of values. Be persistent in clarifying what others mean |

| |when they name a value. Use ordinary language and speak to what the value means in that situation. |

| |

|[pic] |Exercise 2: Comprehend Values |

| |Reminder: Make sure that everyone understands whose decision this is. |

| |Record your answers on the Decision Making Worksheet (DMW). |

| |By yourself, write down a list of all the things that matter in this situation. Go beyond your own point of view and|

| |consider what matters to others (stakeholders) directly or indirectly. Pay particular attention to those |

| |stakeholders who stand to gain or lose. |

| |As a group, take turns and give each person the opportunity to briefly state a value he has identified. Go beyond |

| |big words and concepts such as “Safety” or “Promoting Public Health” or “Justice” and explain concretely what this |

| |value means to you in this situation. Continue to take turns until everyone has named the values they identified or |

| |until you run out of time. To develop more clarity, it helps if individuals will summarize the previous speaker by |

| |reflecting what the listener heard them say. If the speaker needs to clarify, he can do so before the next person |

| |takes a turn. |

| |Dig Deeper |

| |If you have time, develop a list on a flip chart or whiteboard where everyone can see the range of values identified. |

| |Make sure that the list is comprehensive by asking a few questions: |

| |“What don’t we understand about what is important?” |

| |“Whom aren’t we thinking about?” |

| |“What are we missing?” |

|Step 3: Commit to What is Most Important |

|Introduction |

|Every decision is based on one or more things that matter. Good decision makers must be clear about which values are most important to them. |

|We call these most important values the “guiding stars.” They point the way toward action. |

| |Offer all participants the opportunity to speak directly to the heart of the matter, i.e. what is most important. Make |

| |sure that you hear what each person believes to be most important AND the reasons that get them to that conclusion. |

| |Listen respectfully to encourage everyone to be open and honest, whether you agree or not. |

| | |

|[pic] |Exercise 3: Commit to What is Most Important |

|Reminder: Make sure that everyone understands whose decision this is. |

| |Record your answers on the Decision Making Worksheet (DMW). |

| |By yourself, review the list of values developed by the group (or from the previous worksheet). Write down three |

| |that you believe are the most important that should determine the choice among available options. Also write down |

| |the reasons for your selections. Of the three, which do you think is the most important? |

| |As a group, take turns. Each person names one important value and briefly states the reason it is key. If someone is|

| |unclear about the speaker’s value or the reason for its selection, follow up to clarify, not to challenge. Continue |

| |to go around, until everyone has had the opportunity to advocate for their top values. Write these top values on a |

| |clean sheet of chart paper or whiteboard so everyone can see them. |

| |As a group, let the decision maker summarize what he has heard. Help him consider key themes. |

| |

| |Dig Deeper |

| |Consider these questions: |

| |“Where do we seem to be in agreement?” |

| |“Where is there broad support, if not consensus?” |

| |“Where is there disagreement or conflict among participants?” |

|Step 4: Choose the Option That Fits Best |

|Introduction |

|Every important decision is based upon something that matters. It is not possible to choose without this connection to something of value. |

|However, the connection may not be clear, to the decision maker or to others. For a decision maker who wants her choice to have integrity, the|

|essential task is to make a choice that is clearly connected to the most important values. This connection provides a credible foundation for |

|communicating the basis for the decision to others. |

| |Find the best fit between available options and the most important values by testing each option against them. Before |

| |settling upon the best course of action, take a close look at the negative consequences of your choice. |

| | |

|[pic] |Exercise 4: Choose the Option That Fits Best |

| |Record your answers on the Decision Making Worksheet (DMW). |

| |As a group, consider the options already identified. If there is time to search for additional options, do so and |

| |add them to the list. It may be useful to list the options on a chart or white board. |

| |As a group, listen to the decision maker explain the values he thinks should guide his decision, and what he has |

| |decided. If there is time and the decision maker wants feedback from others present, ask for brief comments now. |

| |As a group, look carefully at the option the decision maker has chosen. Answer the following questions: |

| |“What negative consequences are likely or possible as a result of this decision?” |

| |“What do I regret about this decision?” |

| |“Are there important values that this decision does not honor?” |

|Step 5: Communicate Your Decision Clearly and Honestly |

|Introduction |

|Every decision is based upon something that matters. If a decision maker wants the choice to be credible, the communication must do two |

|things. First, it must clearly connect the decision with the most important values. Second, it must honestly address the realistic negative |

|consequences of the decision. |

| |Prepare to communicate openly with those who should hear about the decision, using the Decision Summary Form. |

| | |

|[pic] |Exercise 5: Communicate Your Decision Clearly and Honestly |

| |Instructions for Decision Makers |

| |Meet with the instructor to complete the Decision Summary Form. |

| |State the decision in direct, simple language. Be clear who “owns” the decision. “Every member of the Board voted |

| |in favor of changing the terms of the policy.” Or “As Deputy Health Minister, it is my decision that…” |

| |Identify the values that guided the decision. Use concrete, everyday language to explain why you picked these top |

| |values. |

| |Make sure you are candid about the negative consequences of this decision. |

| |Negative Effects: “I recognize that a likely result of this my decision will be… However, in my judgment, |

| |this does not outweigh the importance of … because… ” |

| |Values Not Honored: “Loyalty to our employees is important to us. We could not give it the highest priority |

| |at this time because…” |

| |Instructions for other group members |

| |Complete Step 5 of the Decision Making Worksheet. |

| |Dig Deeper |

| |Consider this question: |

| |Will it help to tell the story of how you reached your conclusion (steps you took, who was involved, whom you |

| |consulted, the level of time and effort involved…)? “Let me give you a sense of the road we took to reach our |

| |decision.” |

|Conclusion |

|Summary |

|In this course, you have been introduced to the key steps that effective leaders and managers follow as they face difficult choices, make good|

|decisions, and communicate their decisions to the people who need to know. In doing so, they protect their credibility and reputation for |

|integrity. |

|Good decisions require high quality conversation. This may be a conversation you have with yourself, if you are making the decision in |

|isolation. More often, the conversation will include people who have different perspectives. In a short period of time, you must identify what|

|is important to those with different points of view, what is most important to you (your guiding stars), and, among the options available, |

|which choice is the best fit with your top values. |

|Then, as decision maker, you must carefully consider the negative consequences of your choice to ensure that the benefits of the decision |

|outweigh the costs. |

|Finally, a good decision may fail because of poor communication. Effective communication makes the decision clear: who made it; the values |

|that justify it; and the negative consequences. This kind of communication increases the likelihood that people will support or accept your |

|decision. It also protects your credibility and reputation for integrity. |

|What’s Next? |

|To get more information about improving your skills in values-based decision making, research these additional training topics: |

| |Assertiveness Skills |Managing Diversity |

| |Coaching and Mentoring |Organizational Change |

| |Conflict Resolution |Negotiation Skills |

| |Dealing with Difficult Employees |Organizational Development |

| |Delegating & Decision Making |Performance Appraisals |

| |Employee Motivation |Strategic Planning |

| |Listening Skills | |

|Resources |

|For more information about Values Based Decision Making, consult these reference materials: |

|Books |

| |A Field Guide to Good Decisions: Values in Action. Mark D. Bennett and Joan McIver Gibson. 2005. Praeger. |

| |How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. Rushworth Kidder. William Morrow. |

| |1995. |

| |Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities. Adam Kahane. |

| |Berrett-Koehler. 2004. |

| |Crucial Conversations. Kerry Patterson et al. McGraw-Hill. 2002. |

| |Facilitator’s Guide to Participatory Decision Making. Sam Kaner et al. New Society Publishers. 1996. |

| |The Fifth Discipline Fieldbook. Peter Senge et al. Doubleday. 1994. |

| |The Wisdom of Crowds: Why the Many are Smarter Than the Few and How Collective Wisdom Shapes Businesses, |

| |Economies, Societies, and Nations. James Surowiecki. Doubleday. 2004. |

|Appendices |

Mapping Stakeholder Values 19

Questions for Identifying Values 21

Principles of Public Health Ethics 23

Dealing with Negative Consequences 25

Using the Steps in Your Organization 27

Decision Making Worksheet 29

Decision Summary Form 30

Moving Through the Steps 31

Glossary of Terms 33

Course Evaluation Form 35

|Mapping Stakeholder Values |

|Introduction |

|Individuals and groups who take an interest in a decision can be thought of as stakeholders. Stakeholders’ response to the decision can affect|

|the decision’s sustainability and the decision maker’s credibility. Therefore, it is prudent to consider their concerns. |

| |When appropriate, consult directly to find out what matters to others. When this is not possible, make an educated guess|

| |as to what they would say if asked. |

[pic]

|Questions for Identifying Values |

| |Dialogue thrives on questions that encourage openness and depth. The following list is suggestive, not exhaustive. |

| |Questions are the creative acts of intelligence. If formulated well, they can open doors, generate valuable information,|

| |and lay a firm foundation for thoughtful decision making. One or more of these questions may help you identify more |

| |values as you move through the first four steps. |

|Step 1: Clarify Perspective |Step 2: Comprehend Values |

|What is significant about this issue for you? |What is important here that we need to look at? |

|What is at risk in this issue? |Why is this important to you? |

|What worries you about this issue? |What do you think our duties and obligations are in this situation? |

|What would you like to see come out of this? Why? |Who should we be concerned about as we make this decision? Why? |

|What do you hope for? |What seems to be important to them? |

|Step 3: Commit to What Matters Most |Step 4: Choose the Option That Fits Best |

|What is most meaningful to you in the comments and ideas we have |What do you think the effects/consequences (intended and unintended) |

|heard up to now? |of our decision will be for others? |

|What matters most to you in this situation? Why? |Why do you think this is a good decision? |

|What do you think lies at the heart of the matter? |If your teenager asked why you made this decision, what would you say|

| |to her? |

| |How would you explain the basis for the decision if the daily |

| |newspaper ran a front page story on this issue, examining the |

| |decision you propose to make? |

| |If ___________ (a person you respect for her wisdom and integrity) |

| |were here and asked for her perspective, what would she say to us? |

| |When we look back on this decision one year from now, how will we |

| |know we did the right/best thing? |

|Principles of Public Health Ethics |

| |As you develop your list of values for consideration, there will undoubtedly be important public health values, |

| |principles, and concepts to consider. Use the following sampler as appropriate. |

|World Health Organization Definition of Health: |

|Health is the state of complete physical, mental, and social well-being. |

|Principles of the Ethical Practice of Public Health[1] |

| |Public health should address principally the fundamental causes of disease and requirements for health, aiming to |

| |prevent adverse health outcomes. |

| |Public health should achieve community health in a way that respects the rights of individuals in the community. |

| |Public health policies, programs, and priorities should be developed and evaluated through processes that ensure an|

| |opportunity for input from community members. |

| |Public health should advocate for, or work for the empowerment of, disenfranchised community members, ensuring that|

| |the basic resources and conditions necessary for health are accessible to all people in the community. |

| |Public health should seek the information needed to implement effective policies and programs that protect and |

| |promote health. |

| |Public health institutions should provide communities with the information they have that is needed for decisions |

| |on policies or programs and should obtain the communities’ consent for their implementation. |

| |Public health institutions should act in a timely manner on the information they have within the resources and the |

| |mandate given to them by the public. |

| |Public health programs and policies should incorporate a variety of approaches that anticipate and respect diverse |

| |values, beliefs, and cultures in the community. |

| |Public health programs and policies should be implemented in a manner that most enhances the physical and social |

| |environment. |

| |Public health institutions should protect the confidentiality of information that can bring harm to an individual |

| |or community if made public. Exceptions must be justified on the basis of the high likelihood of significant harm |

| |to the individual or others. |

| |Public health institutions should ensure the professional competence of their employees. |

| |Public health institutions and their employees should engage in collaborations and affiliations in ways that build |

| |the public's trust and the institution's effectiveness. |

|Principles of Public Health Ethics[2] |

| |Protect the public from harm |

| |Provide care |

| |Maintain transparency |

| |Act with equity |

| |Act with proportionality |

| |Respect individual liberty and privacy |

| |Act with reciprocity |

| |Protect against stigmatization |

|Dealing with Negative Consequences |

|Introduction |

|Often, decision makers try to reduce or eliminate the negative consequences of a decision in ways that are ineffective. When the effort is |

|half-hearted or insincere, the decision maker’s credibility is at risk. |

| |Identify and commit to credible, concrete action to address the burden of the decision on others. |

|Steps to Take |

|Be specific. Don’t commit to more than you can do. Under-promise and over-deliver! |

|“What will be done?” |

| |

|“Who will do it?” |

| |

|“When will it happen?” |

| |

|“How will you communicate with others about the follow-up?” |

| |

|“What is your commitment about this action?” |

| |

|Make sure you DO NOT … |

|( |Make general statements of what you intend to do |

|( |Communicate empathy without real commitment and action |

|( |Attempt to minimize the burden that others may experience |

|Using the Steps in Your Organization |

| Tips for knowing when, and how, to use the process. |

|When to Use This Approach |Ground Work |

|Importance: Could the decision influence the handling of future |Do we have enough information to proceed? |

|issues? |Who should participate in this process and who will lead? |

|Impact: Could the decision have a significant impact on stakeholders?|How will the decision be made and who will make it (consensus, |

|Resources: Does the decision involve the allocation of a significant |majority vote, individual)? |

|amount of human, economic, or other resources? |What is the role of this group? |

|Profile: Will the decision have high visibility, internally or |How much time do we require? |

|externally? | |

| |

|Step 1: CLARIFY PERSPECTIVE |

|What point of view do I bring to this decision? |

|Outcome: Awareness and clarity about differing perspectives. |

|Make sure everyone gets involved and responds briefly to the basic questions. If there is time, follow up with another round and ask, What |

|assumptions, if any, are we making about this situation and our decision? Then, keep these different perspectives in mind when people discuss |

|what matters to them so the dialogue can deepen. |

| |

|Step 2: COMPREHEND VALUES |

|What is important to the organization, to me, and to those affected by this decision? |

|Outcome: List of values to consider. |

|Take time to hear briefly from everyone and build a comprehensive list of what is important to stakeholders. Define big values words, saying |

|what they mean to you in this situation. What I mean by public safety in this situation is… Take time to reflect back what you hear, to make |

|sure you understand and to confirm key points. |

| |

|Step 3: COMMIT TO WHAT MATTERS MOST |

|What are the most important values that should guide the decision? |

|Outcome: A short list of key values. |

|Ask each person to advocate for the most important values that should guide the decision. Make sure everyone gives the reasoning for the |

|values they advocate. Allow time to discuss and understand key values so everyone has a chance to influence others and be heard. |

|Step 4: CHOOSE WHICH OPTION FITS BEST |

|Which option is the best fit with the top values? |

|Outcome: Coherent alignment between values and action. |

|Develop a set of options to consider and determine which one aligns most closely with the top values. Make sure you consider the negative |

|consequences of your choice BEFORE finalizing the decision. Who will be affected? Which important values do not receive priority? |

| |

|Step 5: COMMUNICATE YOUR DECISION CLEARLY AND HONESTLY |

|How will we communicate our decision? |

|Outcome: A credible decision that merits support. |

|Use the Decision Summary Form to prepare a clear, honest account of the decision. Address the negative consequences and acknowledge any issues|

|you struggled with in making the decision. |

|Decision Making Worksheet |

|Use this worksheet to track key information as you progress through the decision-making steps and to help you prepare your final |

|communication. |

| |Step 1: Clarify Perspective |

| |My first reaction | |

| |How I see my role(s) | |

| |My related experiences | |

| |Others’ reactions | |

| |Step 2: Comprehend Values |

| |Stakeholders’ values | |

| |Professional and organization | |

| |values | |

| |My personal values | |

| |Others’ values | |

| |Step 3: Commit to What Matters Most |

| |My most important values | |

| |Others most important values | |

| |Step 4: Choose Which Option Fits Best |

| |Available options | |

| |Option that fits best with my most| |

| |important values | |

| |Step 5: Communicate Transparently to Others |

| |Explaining the values that guided | |

| |my decision | |

| |Being open & honest about the | |

| |downside of the decision | |

|Decision Summary Form |

| |What is the decision? |

| |State the decision or recommendation in direct, simple language. |

|( |Provide background information to ensure understanding. |

|( |Be clear and honest. |

| |

| |

|Whose decision is this? |

|Be clear about who “owns” the decision or recommendation. |

|( |Who made the decision? |

|( |Was the decision solely yours, or did others participate? If so, who was in the group and is their support |

| |unanimous? |

| |

| |

|Why was this decision made? |

|Describe the value(s) that guided the decision or recommendation. |

|( |Make sure that the most important organizational, professional, and personal values are stated in ordinary |

| |language. Be clear about why you picked these top values. |

| |

| |

|What don’t you like about this decision? |

|Address the negative consequences of the decision or recommendation. |

|( |What did you struggle with in reaching a decision? |

|( |What tradeoffs, if any, did you make? |

|( |Who will bear the burden of this decision or be negatively affected? |

|( |What values were not given priority in the decision? Why? |

|Moving Through the Steps |

| Tips for Facilitating a Values Based Decision Making Process |

|Clarify Perspective |

|Transition Language to Move On |Indicators of Readiness to Move On |Indicators of Need to Slow Down/Back Up |

|Now that we understand some of the points of |Participants already beginning to name values |Heated statements that indicate strong |

|view we bring to this decision, let’s take |Impatience by key members of group (you can |judgment about others’ points of view |

|some time to identify what seems important to |always come back to framing) |Inability to listen and understand what others|

|each of us. | |are saying |

|Comprehend Values |

|We have a list of what’s important. Now let’s |A list of important values on the flip chart |Inability to speak to the concerns of |

|take a look at the list and get a sense of |Affirmative response by group members to the |important stakeholders |

|which values are most important. |question: “Are these clear as stated?” |Inability to listen and understand what others|

| | |are saying |

| | |Missing essential information |

|Commit to What is Most Important |

|Let’s take this shorter list of key values and|A shorter weighted list of the most important |Inability to speak to the concerns of |

|begin to look at the options we have in light |values from the larger list of all important |important stakeholders |

|of the most important values. |values on the flip chart |Inability to listen and understand what others|

| |Each person has been offered the opportunity |are saying |

| |to express (through advocacy, ‘voting,’ or |Comments by participants that indicate a lack |

| |other method) her sense of relative importance|of clear understanding of the values list |

| | |Missing essential information |

|Choose the Option That Fits Best |

|Transition Language to Move On |Indicators of Readiness to Move On |Indicators of Need to Slow Down/Back Up |

|We have a decision, so let’s clarify how we |A clear choice about how to proceed based on |Lack of knowledge about the range of options |

|will report this decision to those who need to|the options available and the key values |that are available |

|hear about it. |Affirmative response by group members to the |Inability to speak to the concerns of |

| |question: “Is this what we agree to do?” |important stakeholders and impacts upon them |

| | |from particular options |

| | |Inability to listen and understand what others|

| | |are saying |

| | |Missing essential information |

|Communicate Your Decision Clearly and Honestly |

|None. |A completed decision summary form |If consensus is necessary or desirable, lack |

| |Agreement on how the report will be made (by |of support for the decision summary content |

| |whom, when, where) |Lack of knowledge about stakeholder impacts |

|Glossary of Terms |

| | | |

| |CHOICE |A selection of an option or course of action among alternatives because of preference or |

| | |affinity |

| |CONSENSUS |General agreement or broad support within a group for a decision or course of action |

| |DECISION |The act of making up one’s mind, determining what to do |

| |DOWNSIDE |The undesirable dimension of a decision including the negative effects and the values |

| | |that are important but are outweighed by other values in this instance |

| |ETHICAL |Behavior in accord with principles and high standards including honesty and integrity. An|

| | |important aspect of being ethical is providing good and sufficient reasons for decisions |

| | |that affect others. |

| |FRAME |The filtering perception mechanism of the human mind that we use to see and make sense of|

| | |the world around us |

| |PERSPECTIVE |The point of view and what we see from our point of view. Three important aspects of |

| | |perspective are the role(s) we play in the situation, our related life experiences |

| | |(including cultural background), and training and education. |

| |STAKEHOLDER |An individual, group, or organization that takes an interest in a decision because they |

| | |believe it affects them |

| |VALUE |The standards and principles that matter to individuals, social groups, and organizations|

| | |and form the basis for opinions, preferences, and choices. |

|Course Evaluation Form |

|Values Based Decision Making |

|Evaluation |

|Please help us improve the workshop by responding candidly to the following statements: |

|Scale Definition: 1 – Strongly Disagree 2 – Disagree 3 – Neither Agree nor Disagree 4 – Agree 5 – Strongly Agree |

|Course objectives were well communicated |1 2 3 4 5 |

|The training was built to match the way I need to do my job |1 2 3 4 5 |

|Adequate time was allotted for explanations/practice |1 2 3 4 5 |

|The training materials were well written |1 2 3 4 5 |

|Job aids are available to support what I learned |1 2 3 4 5 |

|I know where to get assistance when I return to my job |1 2 3 4 5 |

|Overall the class was satisfactory |1 2 3 4 5 |

|What did you like most about the class? | |

| |

|How can we improve the class? | |

| |

|Do you have any additional questions regarding this topic? | |

| |

|If you wish us to contact you, please provide the following information: | |

|Name |Email |Telephone Number |

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[1] 2002 Public Health Leadership Society, Version 2.2 (bold type added to highlight values).

[2] University of Toronto Joint Centre for Bioethics.

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