Developing a decision-making framework for leadership teams

Abstract

The inquiry presented here explored the following key research question: How might The Next Institute identify essential components of a decisions-making framework (DMF) that will be used to support our leadership team in making effective business decisions that enhance business outcomes? The organizational sponsor of this research was The Next Institute. This research inquiry was grounded in action research methodology and supported The Next Institute’s core values of inquiry, story and client led design. Ten senior and experienced organizational leaders were recruited to participate in semi-structured interviews based on the narrative inquiry research method. Six people representing an existing and intact leadership team participated in the group-based method or workshop. Key findings of this research inquiry include identification of five core aspects of decision-making: 1) Bias and barriers are faced in all decisions; 2) Brainstorming is essential; 3) Decisions require alignment to strategy and vision; 4) Systems Thinking supports risk assessment; and 5) Accountability strengthens commitment to action and results. This thesis adheres to Royal Roads University’s Research Ethics Policy. Keywords: Decision-Making, Leadership, Leadership Teams, Decision-Making Framework, Systems Thinking, Complexity