10 steps process of Deliberative Decision Making process ( thanks to Harvard Stats Nov 2011 ! )

 What is Deliberative Decision Making process ?

( 10 steps ) . Make a one day program on Decision Making .

Deliberative decision-making is a process that involves carefully considering various options, perspectives, and relevant information before making a decision. It emphasizes thoughtful and inclusive discussion among individuals or a group to arrive at a well-informed and reasoned choice. Here are the key steps in a deliberative decision-making process:

1. Problem Identification: Clearly define the problem or decision that needs to be addressed. This involves understanding the context, identifying the goals, and recognizing the factors that need consideration.

2. Information Gathering: Collect relevant information related to the decision at hand. This may involve data, expert opinions, research findings, or other sources of information that can contribute to a comprehensive understanding of the issue.

3. Stakeholder Involvement: Identify and involve relevant stakeholders who have an interest in or will be affected by the decision. This step emphasizes inclusivity and ensures that diverse perspectives are considered during the deliberative process.

4. Deliberation: Facilitate open and constructive discussion among the participants. This can take place through various formats, such as group meetings, forums, or online platforms. Participants are encouraged to share their views, listen to others, and engage in a collaborative exploration of the options.

5. Critical Evaluation: Encourage participants to critically evaluate the information presented and the arguments made during the deliberative process. This involves assessing the strengths and weaknesses of various options and considering the ethical implications.

6. Consensus Building: Strive for consensus or agreement among the participants. While complete unanimity may not always be possible, the goal is to reach a shared understanding or compromise that reflects the collective will of the group.

7. Decision-Making: Based on the deliberation and consensus-building process, make the final decision. This decision should be well-informed, taking into account the diverse perspectives, information, and considerations discussed during deliberation.

8. Implementation: Develop a plan for implementing the decision. This may involve assigning responsibilities, allocating resources, and establishing a timeline for carrying out the chosen course of action.

9. Monitoring and Evaluation: After implementation, continuously monitor and evaluate the outcomes of the decision. This step ensures that the intended goals are being achieved and provides an opportunity for adjustments if needed.

10. Reflection and Learning: Reflect on the deliberative process and decision-making outcomes. Consider what worked well, what could be improved, and apply lessons learned to future decision-making processes.

Overall, the deliberative decision-making process is designed to foster collaboration, inclusivity, and thorough consideration of relevant information, ultimately leading to decisions that are well-grounded and acceptable to those involved.

Chat GPT search prompt . Books on Organizational Development

I asked this question to Chat GPT . A prompt . Suggest me some books on Org Dev. First response was only 5 th Discipline. First regenerate or second response has been more elaborate. It is this. Read all Amazon reviews, Good Reads before make a buying decision . Even if you take a course, certification course, they will recommend reading some books anyway . Do it yourself. 

There are several excellent books on Organizational Development (OD) that provide valuable insights, theories, and practical strategies for fostering positive change within organizations. Here are some recommended books on Organizational Development:

1. "Reframing Organizations: Artistry, Choice, and Leadership" by Lee G. Bolman and Terrence E. Deal

   • This book offers a comprehensive framework for understanding organizations and leadership. It explores various perspectives, such as structural, human resource, political, and symbolic frames, providing a well-rounded view of organizational dynamics.

2. "The Fifth Discipline: The Art & Practice of The Learning Organization" by Peter M. Senge

   • Peter Senge introduces the concept of the learning organization and discusses how organizations can develop the capacity to learn and adapt. The book emphasizes the importance of systems thinking and personal mastery in organizational development.

3. "Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework" by Kim S. Cameron and Robert E. Quinn

   • This book presents the Competing Values Framework, a powerful tool for diagnosing and changing organizational culture. It provides practical insights and case studies to help organizations understand and transform their cultural dynamics.

4. "Organizational Culture and Leadership" by Edgar H. Schein

   • Edgar Schein, a pioneer in the field of organizational culture, explores the relationship between culture and leadership. The book provides a deep understanding of how culture influences organizational behavior and offers practical guidance for leaders.

5. "Managing Transitions: Making the Most of Change" by William Bridges

   • William Bridges focuses on the human side of organizational change. The book provides a framework for understanding and managing transitions during times of organizational change, offering practical advice for leaders and employees.

6. "The Advantage: Why Organizational Health Trumps Everything Else in Business" by Patrick Lencioni

   • Lencioni emphasizes the importance of organizational health and its impact on overall success. The book provides practical insights into building a healthy organizational culture, effective teamwork, and clear communication.

7. "Organizational Development: A Process of Learning and Changing" by W. Warner Burke

   • W. Warner Burke provides a comprehensive overview of the field of organizational development. The book covers various theories, models, and interventions used in OD, making it a valuable resource for practitioners and students.

8. "Appreciative Inquiry: A Positive Revolution in Change" by David L. Cooperrider and Diana Whitney

   • This book introduces the concept of Appreciative Inquiry, a positive approach to organizational change. It focuses on identifying and amplifying the strengths and positive aspects of an organization to drive change.

These books cover a range of topics within organizational development, and depending on your specific interests and needs, you may find some more relevant than others. Consider exploring a few to gain a well-rounded understanding of organizational development principles and practices.

chat GPT answers on Negative Capability

 I asked Chat GPT , Does this quality, " Negative Capability " really help leaders ? Or is it just a fad ?

Anwer : Negative Capability" is a term coined by the poet John Keats, and it refers to the ability to embrace uncertainty, doubt, and ambiguity without reaching for logical answers. In the context of leadership, it can be a valuable quality. Leaders who possess negative capability are often more open-minded, adaptable, and comfortable with ambiguity.

In a rapidly changing world, where situations and problems may not have clear-cut solutions, negative capability can help leaders navigate complexity. It allows them to tolerate uncertainty, be creative in problem-solving, and foster innovation within their teams.

So, it's not just a fad; it's a quality that has enduring value in leadership, especially in dynamic and unpredictable environments. It's about being comfortable with not having all the answers and being able to lead through uncertainty.

IAF meet

 IAF zoom meet . Sunday 05 March 2023 Shalaka & Arun Vishwanath . 

(1) what is your intention to join today , to be able to make this experience meaningful ? 

Be comfortable even during uncertainty during a session . Learning. Some ideas on being a facilitator. 

Understanding the awareness of being a great facilitator . And to know where I am . 

Innovative practics. 

Understand how to measure my profience continuously. 

Stories and story telling. 

Explore the behaviors of a great facilitator . What I can start doing immediately.  Participant engagement. 

2.48 pm . Break out room . Discussion . 

Nisha : Good F : Exp since 2016 . 

Great facilitators :  They can go to areas where people don't want to go , invited or uninvited. They understand the PULSE of what needs to change . To understand what create the change . To create a structure around change, in a very original way . The impact a great facilitator makes, is not very replicable ! ( Nisha ) 

Kalpana : Identifies the people in the room not grasping fast. Inclusivenss . Identifying them but not calling them out . Good one probablty focus on only those who understand . 

shamir josesh : Understand the process and appling them , structured one ( good ) .  Sensing the room of what is needed and thinking on the feet . Tweaking the process when required . Not trading off the strucure. 

Surbhi : (good f ) wears the hat of the facilitator on need basis . Clogged for 2 hours to 8, does the right thing . Great facilitator does not wear the hat and is invisible . Wearing the hat to BEING a facilitator . 

brunda : Flexibility in the structure and methods . Good facilitator structure. EASE in the session . Ease in being over there and making all participants comfortable . Authenticity . Pleasant demeanour . Finds the FLOW in the session . 

Rhonda Sparks Tranks . Net search . A CPF facilitator . Also you tube too . Rhonda Sparks-Tranks

Net search : Dreyfus Model

Spend time with right people, to understand the training needs .  Manage your emotions . 

Chat GPT and Google search : Large Scale Interactive Process -- LSIP .  "Synergogy" , like Andragogy and Pedagogy. 

HUMAN KALAIDOSCOPE - IAF meet Sat 18 March 2023 

Trigger : Extra Questions : 

(1) Trigger : When did you last experience exclusion ? When did you first notice ? 

(2) Impact :  What feelings did you experience ? 

(3) Consequences : What were you feeling and thinking at that moment ? 

(4) Action : Fight or flight or negotiate ? 

Role Play : Human Book. Interview . On someone answers TICA questions . 

16 june 2023 

Mehmood Ali not stopping and reviewing . Not checking understanding and memory . Suggest 15 minutes break and review questions . 

Usage of screen blank. 

Sudheer is also not stopping and recapping the incident .  Third trainers movment is good .  Moving in the aisle. 

Excellent pictorial presenation . Pie chart . Pyramid on mob. 

Mob psychology . Pictorial presenation is good. Graphic . Arrows .  But reading the ppt . Checked whethr the audience  understood the meaning of the words or not. 

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Factors that drive retail business & its profitability ( chat GPT )

 Chat GPT Quetion : 

What factors drive the profitability of a Retail Bakery business ? 

The main business drivers for a retail bakery business are the key factors that directly contribute to its success and profitability. These drivers can vary based on the specific bakery and its market, but some common ones include:

(1) Quality of Products: 

The quality and taste of baked goods are crucial to attracting and retaining customers. High-quality products lead to customer satisfaction, repeat business, and positive word-of-mouth marketing.

(2) Product Variety:

 Offering a diverse range of baked goods, including bread, pastries, cakes, cookies, and specialty items, can attract a wider customer base and increase sales opportunities.

(3) Location: 

A strategic and easily accessible location can significantly impact foot traffic and customer convenience. Busy areas with high visibility and proximity to complementary businesses (e.g., coffee shops) can drive more sales.

(4) Marketing and Branding: 

Effective marketing strategies, such as social media presence, advertising, and promotions, help create brand awareness and attract new customers.

(5) Customer Experience:

 Providing excellent customer service, a pleasant ambiance, and a welcoming atmosphere can enhance the overall experience for customers, encouraging them to return and recommend the bakery to others.

(6) Innovation and Trends: 

Keeping up with industry trends and introducing new and innovative baked goods can pique customer interest and drive repeat visits.

(7) Supply Chain Management: 

Efficient management of sourcing ingredients, inventory control, and supplier relationships can impact cost management and product availability.

(8) Pricing Strategy: 

Setting competitive yet profitable prices is essential to balancing customer expectations with the need for sustainable profit margins.

(9) Operational Efficiency:

 Streamlined production processes, staff training, and effective utilization of resources can lead to cost savings and consistent product quality.

(10) Seasonal Demand: 

Understanding and capitalizing on seasonal demand for certain products (e.g., holiday-themed cakes, special occasion treats) can boost sales during specific periods.

(11) Health and Safety: 

Adhering to strict health and safety standards is critical for maintaining customer trust and complying with regulations.

Factors that influence the profit of a retail bakery business include:

(1) Cost of Goods Sold (COGS):

 This includes expenses related to ingredients, packaging, and other materials used in production. Managing these costs is crucial for maintaining healthy profit margins.

(2) Labor Costs: 

Staff wages and benefits contribute to operational expenses. Efficient staff management and productivity are important for cost control.

(3) Rent and Overhead: 

The cost of the physical bakery space, utilities, and other overhead expenses impact the bottom line.

(4) Pricing and Sales Volume: 

Achieving the right balance between pricing and sales volume is essential. Lowering prices might attract more customers, but it could also reduce profitability if not managed properly.

(5) Inventory Management:

 Efficient inventory management prevents overstocking or shortages, which can affect costs and sales.

(6) Waste Management: 

Minimizing food waste through careful production planning and managing unsold inventory can save costs.

(7 ) Competition: 

The competitive landscape in the local market can impact pricing and customer loyalty.

(8) Economic Conditions: 

The overall economic health of the region can influence consumer spending patterns.

(9) Regulations and Compliance: 

Complying with food safety regulations and other legal requirements can prevent costly fines and damage to reputation.

(10) Marketing Efforts: 

Effective marketing campaigns can drive sales, but their cost should be justified by increased revenue.

(11) Customer Loyalty and Retention: 

Encouraging repeat business through loyalty programs and exceptional customer service can increase lifetime customer value.

(12) External Factors: 

Unforeseen events like the COVID-19 pandemic, supply chain disruptions, or changes in consumer behavior can impact profitability.

To optimize profit, a retail bakery business needs to carefully manage these factors, adapt to changing market conditions, and make informed strategic decisions.

" Gendered Ageism " new disease at work place . Bing Chat

 My Question to Bing Chat today : 

Q : What is gendered agesim in organizations and how to recognize it ?

Bing Chat : 

Gendered Ageism is a form of discrimination that targets women based on their age and gender. 

It is a double whammy where there is "no right age" for professional women. 

Women face different stereotypes and biases at different stages of their careers, and they are often devalued, overlooked or marginalized because of their perceived age.

Some ways to recognize gendered ageism in organizations are:

(1) Look for patterns of hiring, promotion and retention.

(a)  Do women get hired or promoted at the same rate as men? 

(b) Do women face more barriers or scrutiny than men when applying for jobs or advancing in their careers? 

(c) Do women get pushed out or forced to retire earlier than men? 

(d) Do women have access to the same opportunities, resources and networks as men?

(2) Listen to the Language and tone used to describe women ! 

(a)  Do women get called diminishing or derogatory names based on their age, such as "kiddo", "young lady", "old maid", "hag" or "cougar"? 

(b) Do women get praised or criticized for their appearance, such as their clothes, hair, makeup or weight?

 (c) Do women get stereotyped as being too young, too old, too inexperienced, too overqualified, too emotional, too bossy or too passive?

(3) Observe the behaviors and attitudes towards women.

 (a) Do women get interrupted, ignored, dismissed or patronized more than men?

 (b) Do women get excluded, isolated or harassed because of their age or gender? 

(c) Do women get less credit, recognition or respect than men for their work and achievements?

 (d) Do women get less support, feedback or mentoring than men?

Gendered Ageism is harmful not only to individual women, but also to organizations and society as a whole ! 

It limits the potential, performance and well-being of women, and it deprives organizations of diverse perspectives, talents and leadership. 

It also reinforces gender inequality and stereotypes that affect both women and men.

Affirmative Actions : 

To combat gendered ageism, organizations need to adopt policies and practices that promote equity, diversity and inclusion for all employees, regardless of their age or gender. Some strategies include:

(1) Recognize age bias.

You can't fix a problem you won't admit is there. Whereas sexism and racism are the focus of most diversity initiatives, ageism is often overlooked or normalized.

 Organizations need to raise awareness and educate employees about the prevalence and impact of age bias, especially when it intersects with gender bias¹.

(2) Address "lookism".

 Much of gendered ageism is hinged on looks or appearance as a function of societal value. The beauty industry and the media perpetuate unrealistic and sexist standards of beauty that pressure women to look young, thin and attractive at all costs. Organizations need to challenge these norms and value women for their skills, abilities and contributions, not their looks¹.

(3) Cultivate creative intergenerational collaboration.

 One way to break down age stereotypes and foster mutual respect is to encourage cross-generational learning and mentoring among employees. Organizations can create opportunities for employees of different ages and genders to work together on projects, share ideas, exchange feedback and support each other's growth . 

(4) Support women's career development.

 Organizations can help women overcome the barriers and challenges they face due to gendered ageism by providing them with adequate resources, guidance and sponsorship. 

Organizations can offer flexible work arrangements, career counseling, leadership training, mentoring programs and networking events that cater to the specific needs and goals of women at different stages of their careers³.