Optimizing Decision Making

Most decision-making models are based on precedent–past mistakes or past successes. In other words, the reason we have decision-making models in the first place is that they are a form of insurance to avoid past failures and improve our chances for replicating past successes. The trouble with this approach is that most decision models are woefully out of date because the organization is responding daily to changes in the market and will morph its operations to meet market demands. The decision model becomes increasingly outdated, even broken in some places, and can often lead to missed deadlines or worse. NetForm analysis maps the decision making network to discover where networks are growing around certain processes. These networks are an indicator that the processes may be misaligned with current conditions or worse, broken. This produces the human response that we have come to know as “negotiation” when faced with how we will decide about our actions regarding this part of the decision model. In this case, the mere existence of a network is symptomatic that the decision model is breaking, broken or non-existent, and therefore remediating efforts can be targeted at this part of the decision model to put processes and procedures back on track. NetForm has algorithms that select certain networks from the seven network questions and differentially weights the key connectors (Hub, Pulsetakers and Gatekeepers) with different values depending on their networks. Only certain connectors in certain networks are used to tap into a decision model solution and then communicate the positive values of the model throughout the population. This has been implemented in the Yale New Haven Hospital Complex, Blue Cross Blue Shield Insurance (NJ) and GSA.

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