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Transcript of How to Agreeably Make the Tough Decisions © Copyrighted 2012 by David J. McClaskey. All rights...
![Page 1: How to Agreeably Make the Tough Decisions © Copyrighted 2012 by David J. McClaskey. All rights reserved. David McClaskey President Pal’s Business Excellence.](https://reader036.fdocuments.in/reader036/viewer/2022062717/56649e185503460f94b050ed/html5/thumbnails/1.jpg)
How to Agreeably Make the Tough Decisions
© Copyrighted 2012 by David J. McClaskey. All rights reserved.
David McClaskeyPresident
Pal’s Business Excellence Institute
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“We cannot solve our problems with the same thinking we used when we created them.”
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Decision Making
1. The problem2. Causes of Poor Decision Making3. A Remedy: Process for Effective
Decision Making
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The problem Poorly Made Decisions
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“Confidence in the U.S. system of government has dropped to a new low in more than 35 years. Only 26 percent of Americans in a new ABC News/Washington Post poll say they're optimistic about "our system of government and how well it works” March 2011
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Trust in Government
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Gallup Poll. Nov. 28-Dec. 1, 2011. N=1,012 adults nationwide. Margin of error ± 4 percentage points.
."In your opinion, which of the following will be the biggest threat to the country in the future: big business, big labor, or big government?"
.
Bigbusiness
Big labor
Biggovernment Unsure
% % % %11/28 - 12/1/11
26 8 64 2
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Criteria for Effective Decision Makinga. Effectiveness first: the best way to support
the mission/visionb. Sustainable: stays in place over timec. Efficiency: the cheapest way to get the best
wayd. Buy-in and commitment: a group of people
with diverse interests committed to taking the actions necessary to implement the decision in a way that creates sustained value
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Causes of Poor Decision Making
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Key Causes for Poor Decisions1. Watching out for lower level interests first; and
the higher level common good second2. Everyone having a different set of facts and
data leading to different conclusions as to the best path forward
3. Putting Efficiency before Effectiveness4. Settling for “OR’s” (win/lose) rather than
“AND’s” (win/win)5. Not doing the work to get the buy-in and
commitment to implement the decision and maintain the gain before going forth
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Tom Brokaw: "The Time of Our Lives“
1.John Gardner: People rewarded for Single minded pursuit for an item on their group’s agenda
2.Intolerance to others view is a key problem
3.(Democrats/Republicans): Talking to each other, has never been worse
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Key Cause: Lack of Execution 1. Primary Cause is NOT lack of discipline*2. Primary Cause is having enough buy-in to the
vision/mission to be willing to do “whatever it takes” (consistent with your values) to get it to happen*
3. Need a common mission and vision to relentlessly work toward achieving a sustainable vision of excellence
*Steven R. Covey, Seven Habits of Highly Effective People Audio Tape (points 1 and 2 above)
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©2012 by Pal’s Business Excellence Institute. All Rights Reserved.
It is not the person in the job ….
It is the decision making process
Key Cause
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Process for Effective Decision Making
(MDDB)
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M/V/V Data Design Buy in/Commitment
MDDB
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Process for Effective Decision Making (MDDB)
1. Mission/Vision 2. Data3. Design solution as best fit to mission
using data4. Buy-in and commitment
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Process for Effective Decision Making
1. Mission/Vision: Aligned and linked to higher level Mission/Vision/Customer requirements (this is the “Why”)
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• All management is contextual
• The context is the mission linked to the vision and higher level missions
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Linkage of the vision and missionKey Customer Requirements
Mission/Vision of the organization that your unit is a
part of
Mission/Vision of Your organization
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1.Differences leads to harmony but only if they have a common vision, mission, and values
2.Without a common vision, mission, and values, differences leads to chaos.
3.Need to create a climate for listening
Stephen R. Covey
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Process for Effective Decision Making(MDDB)
1. Mission: Aligned to your and higher level Mission/Vision/Customer requirements (this is the “Why”)
2. Data: Get everyone the same pertinent, unbiased, balanced facts and data
3. Design: Use the mission/vision/data to design the best way to accomplish the mission/vision consistent with higher level missions/visions/ customer requirements and value alignment
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Criteria for Effective Design of the Solution(has to accomplish all)
Effective
Buy-In/Commitment
Efficient
Mission• Vision• Values• Key Customer
Requirements
Sustainable
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Process for Effective Decision Making(MDDB)
1. Mission: Align to your and higher level Mission/Vision/Customer requirements (this is the “Why”)
2. Data: Get everyone the same pertinent, unbiased, balanced facts and data
3. Design: Use the mission/vision/data to design the best way including value alignment
4. Buy-in and commitment: needed to create value and sustain gain
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Key to Buy-In and Commitment to Effective Solutions
Gain agreement by: • doing what is best for the higher
mission/vision/purpose (one that unites a variety of views)
• Sharing all the facts and data that related to the decision (not just the facts supportive of your view)
• Take the time for communication and dialogue; listen for changes make it work
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Key to Buy-In and Commitment to Effective Solutions
Assess and adjust against key measures of requirements which reflect mission/vision/key customer requirements
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Case Study: Pal’s Sudden Service
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Improved TrainingPal’s Sudden Service: Pal Barger; Thom CrosbyTaught by: Pal’s Business Excellence Institute
1. Mission/Vision 2. Data3. Design to mission using data4. Buy-in and commitment
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1. Pal’s Sudden Service Mission
Delight customers in a way that creates loyalty
© 2012 by David J. McClaskey. All Rights Reserved.
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© 2012 by David J. McClaskey. All Rights Reserved.
1. Pal’s Vision
To be the preferred Quick Service Restaurant in our market
(largest market share)
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© 2012 by David J. McClaskey. All Rights Reserved.
1. Pal’s Key Customer Requirements
• Quality (prefer the taste of the food)
• Accuracy
• Hospitality
• Speed
• Cleanliness
• Value
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1. Linkage and Alignment
Vision
Mission Key Customer Requirements
Values
Measures
© 2012 by David J. McClaskey. All Rights Reserved.
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© 2012 by David J. McClaskey. All Rights Reserved.
Pal’s Sudden Service striving for but not getting:
• 100% right orders every time• 0% waste• 100% repeat business
Others Restaurants:• 90% right good enough• Average waste• Average Repeat business
2. Data
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Training Standard
When fully trained you will have the habit of meeting 100% of the standards; 100% of the time; at 100% production volume. (Triple 100)
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3. DesignPosition Observation Checklist
Used to confirm that you have the habit of doing the job skills for a given position 100% to standard, 100% of the time at full production pace
Provides for opportunity for more intensive feedback, refinement, and coaching
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4. Buy-in and Commitment Was piloted in one store and one job;
demonstrated it worked with facts and data Piloted in 3 stores one job; demonstrated it
worked with facts and data; most/all Owner-Operators voted to make the standard
Spread to all stores for one job; demonstrated it worked with facts and data
Standard for all routine jobs for all stores; demonstrated it worked with facts and data
Been in place for over 10 years (Sustained and effective)
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4. Position Observation Checklist
Effect Has Been Improved: Product Consistency Product Accuracy Training Verification
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AND’s not OR’s
4 times faster AND 1/10 the error rate AND Great service AND Half the Industry Turnover AND Have the best health scores ANDHigh Profitability
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© 2012 by David J. McClaskey. All Rights Reserved.
Pal’s Sudden Service
“One of the Best Managed Companies in the Country”
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First of Only Two Restaurant to Win Malcolm Baldrige National Quality Award
© 2012 by David J. McClaskey. All Rights Reserved.
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Suggested Revision to U.S. Healthcare SystemArchimedes Movement/ We Can Do Better
John Kitzhaber, M.D., Governor of State of Oregon from 1995 to 2003; 2010 - current
1. Mission 2. Data3. Design to mission using data4. Buy-in and commitment
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Suggested Revision to U.S. Healthcare System
1. Missiona. Old mission: Determine who is going to pay for
the ever increasing cost of acute healthcareb. New Mission: Get the best population health for
the public money spent while being fair and equitable (capable with the countries values)
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Suggested Revision to U.S. Healthcare System2. Data
Current system is: 1. unsustainable financially (Baby-boomers full medical
liability is estimated to be over $60 trillion); 2. does not stress prevention or health but instead stresses
acute care and infectious disease care 3. leaves increasing number of people uninsured4. it is unclear who pays for the uninsured who can not pay5. was not designed as a holistic system but is a patchwork of
4 or more major laws and many minor ones 6. is funded mainly by the workforce for people over 657. 10% of people required 70% of government healthcare
dollars spent8. Debate focuses on who will pay for it (mostly acute care)
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Suggested Revision to U.S. Healthcare System3. Design: Use the mission/vision/data to design the best way
including value alignment (notice these are AND’s and not OR’s)
Suggested health system will have the Triple Aim, which guides our strategies and areas of policy focus. Three objectives must be approached simultaneously in order to sustainably transform the health system:
1. improved health of a defined population;2. reduced (or contained) per capita costs; and3. an improved experience of care for the users of the
systema. Outcomesb. Safetyc. Satisfaction
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Suggested Revision to U.S. Healthcare System3. Design: Use the mission/vision/data to design the best way
including value alignment
1. Little to no cost sharing for services that are highly effective and rank high in terms of population health
2. As services are less highly effective, then government pays less of % until 100% covered by patient
3. Maintain costs to be financially sustainable4. Do not spend more on healthcare, allocated public money to best
value related to health; not health care
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Suggested Revision to U.S. Healthcare System4. Buy-in and commitment: needed to create value and
sustain gain
a. Piloting in Oregon as modification for Medicare and Medicaid and use facts and data to assess
b. Having lots of open 2-way conversations for many years using many communication mechanisms and an open process with a lot of input as to what benefits to cover with money available
c. Setting up national group (Archimedes Movement/ We Can Do Better) whose sole purpose is to share facts about the healthcare system and discuss best remedies leading to buy-in and action
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Process for Effective Decision Making (MDDB)
1. Mission 2. Data3. Design to best accomplish the mission/
vision using data4. Buy-in and commitment
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M/V/V Data Design Buy in/Commitment
MDDB
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