Decision Conferencing

Decision Conferencing is a proven method of achieving more effective decisions. The process involves groups of people in a transparent decision-making process and is ideally suited to resolving complex issues fast. These complex issues tend to have common characteristics such as conflicting objectives, multiple attributes, uncertain consequences, and the need for input and agreement from various people to solve.

All parties involved in the decision making process are gathered together in a series of workshops where options and issues are identified and discussed. These discussions are typically aided by modelling the problem, a process that documents the discussions and allows the best value options to be identified and different scenarios to be analysed.

Decision Conferencing is best run by an independent facilitator and analyst, whose job it is to direct the group through the process and ensure results are achieved. This is where Catalyze comes in; the group own the problem and issues, and formulate their solution. Catalyze simply provides the means and the model to achieve the goal.

The Benefits

The Catalyze Decision Conferencing process delivers a host of benefits.

Shared Understanding

Decision Conferencing brings together a group of individuals with different functional responsibilities, different values and a range of personalities. Catalyze’s approach to Decision Conferencing enables such groups to quickly reach a shared understanding of the issues, build a sense of common purpose and generate a shared commitment to action.

Better communication

Decision Conferencing is a remarkably powerful communication tool, allowing the group to openly discuss their organisation, values, issues and beliefs. The results are also ideal for educating and informing people not present at the workshops.

Engagement

Decision Conferencing is naturally an inclusive process; one of the responsibilities of the facilitator is to ensure everyone’s views are discussed and understood. The group develop a shared understanding and a shared sense of ownership for the decision reached, this helps ensure the decisions made are adopted.

Reach a decision fast

Unlike other approaches, such as hiring traditional management consultants, Decision Conferencing uses the vision, knowledge and experience of the people making the decision. This and other underlying business data are usually readily available, therefore a conclusion can typically be reached in a few one-day workshops.

Proven techniques

Decision Conferencing makes use of Multi-Criteria Decision Analysis (MCDA) techniques to define and analyse different strategic and investment options. This is supported through our software products, Hiview3 and Equity3. These have been designed for the Decision Conferencing environment and are based on applied research carried out at the London School of Economics (LSE).

Professor Larry Phillips of the LSE has been using MCDA techniques integrated with social processes over the last 20 years. Larry is a founding director of Catalyze and brings his wealth of experience to our work. He has personally led over 200 Decision Conferencing engagements in many organisations and trains all our consultants. Analysts and academics around the world have proven that MCDA techniques provide greater robustness in decision-making.

Test different scenarios

By modelling the options, different scenarios can be analysed and tested. For example, how does your current portfolio of R&D projects perform when compared to the ideal portfolio with the same cost? and what is the best way to reach this ideal portfolio?

Include non-monetary considerations

Traditional Cost-Benefit-Analysis focuses on monetary values, while in Decision Conferencing and MCDA non-monetary measures can also be considered. It has been shown that many projects fail because of such issues and hence it is essential they are modelled in the decision-making process.

Transparent decisions

Our techniques are transparent. This means that any decision made on the basis of these techniques can be analysed and demonstrated to be the most effective decision possible given the constraints involved. Naturally this is extremely important in regulated industries and the public sector. It is possible to show to stakeholders that due diligence was exercised fully when making the decision.

Relative importance of measures

A key activity in Decision Conferencing is to assess the relative importance of appraisal and evaluation measures. When a decision model is created, measurement criteria are used to judge the overall benefit gained from undertaking a project. By including different functional managers in the process of setting preferences, a greater understanding of the balance of the organisation is achieved.

Risk adjustment

Within the Decision Conferencing process, a high level of importance is assigned to risk. We frequently see active risk analysis and mitigation in the divisions of client organisations. This is not often considered holistically. During a Decision Conference, managers are constantly reminded to consider risk in their work.

The MCDA techniques that we use require that the benefits of all potential projects are risk-adjusted. For many organisations, this is the first time that risk is evaluated across the whole portfolio of activities. The understanding of risks and dependencies is greatly increased through this process.

For Who?

Decision Conferencing is ideally suited to helping groups of people deal with complex issues. These issues may have conflicting objectives, multiple attributes, uncertain consequence and require the involvement of many people.

If quick, transparent results are required and a shared understanding and commitment to action is desired, Decision Conferencing can deliver. It can be applied to most issues facing the private sector, government departments, charities and voluntary organisations.

As an example, Catalyze has helped deliver the largest, most complex, public consultation exercise the UK has seen. Catalyze worked with the Committee on Radioactive Waste Management (CoRWM) to enable them to make recommendations to the UK Government for managing UK radioactive waste for which there was no agreed long-term solution.

CoRWM worked in an open, transparent and inclusive manner, consulting members of the UK public and other key stakeholder groups. Catalyze was engaged to define and deliver a transparent and rigorous process. This work was concluded with a 3-day Decision Conference where agreement was reached.  See full case study. 

See our case studies to learn how decision conferencing has helped others.

Learn More

More details about decision conferencing, including the process, can be found in our Decision Conferencing White Paper by Larry Phillips.

Details are also available on our academic partner’s website; Decision Conferencing at the London School of Economics.