I am interested in collaborative decision-making. This blog is called wiser decisions faster. It’s therefore not surprising that I am fascinated by the speed at which people are cooperating to get things done during this COVID-19 outbreak.
Here are a few examples on my radar, of so very many:
Open sourcing the technical specs for ventilators to make them more affordable and accessible quickly. Continue reading “Collaboration in Overdrive”
I was preparing for a couple of sessions this past week, designed to share my story in a program called Thought Leaders Business School (TLBS). I was therefore thinking about why it’s worked so well for me. Continue reading “Alone Together”
I am a fan of collaboration. I am confident that participatory planning can reduce blind spots and build buy-in.
But I’ve had a couple of recent experiences in my practice that have left me wondering if that insight and engagement have come at the expense of courage and efficiency. Continue reading “Safer Decisions Slower”
The shared experience of collaborative planning is a significant outcome in itself. It can build a sense of team, increase depth of understanding, build common vocabulary, and give people a touchstone on which to call in the future when a group starts to drift.
But is that shared experience enough? Don’t we also need to produce something together through it? What happens if our shared experience is one of seemingly landing right back where we started?
Collaborative decision-making is my default setting. So familiar to me that I barely notice doing it.
Two books have brought that position into sharper focus for me recently.
