Risk Assessment

The value associated with more structured decision-making processes is entirely contingent on the nature of the benefit arising from the decisions to be made and the risks associated with achieving that benefit. If the cost of failure is small, easily reversed, and won’t affect many people, then there is likely little reason to expend time and money on improving the decision-making process. If, on the other hand, there are many parties involved and affected, the cost of failure is high, and the consequences of the decision not easily reversed, then there likely is a strong case that warrants the cost of a more structured decision process.

Below are a couple of simple diagnostics to evaluate whether a discussion with Decision Clarity Consulting might be beneficial.

The first diagnostic looks at the nature of the project you are considering. For your own assessment, determine where the triangle marker should be located on the continuum that best describes the context of your project or decision. Do others who are involved have a similar view? The further you are in red territory among the ten considerations, the more likely it is worth your while for us to talk.

The second diagnostic tool looks at the history of consequential projects in your organization. Based on your past experience, how would you assess the organization’s capability to deliver projects as planned? The further you are in red territory with regard to the five measures of project success, the more likely it is that time invested in structured decision-making will yield material value.