By Al Crain, CPT, MSIPT, PMP, Crain Burns Associates/Ontracks Consulting, & Nancy Burns, CPT, PhD, PMP, CAEL, Crain Burns Associates
Have you or a client ever struggled when faced with a “decision-crossroad” with too many possibilities and no clear choices? During the 2014 ISPI conference in Indianapolis, please join us for a very special interactive session where we will introduce you to a dialogue decision process. We will use this interactive session to introduce tools (including spider diagrams and a snake model) that will give decision-making opportunities higher fidelity. It is guaranteed to be engaging and fun.
These spiders and snakes will not scare you! They are tools that will pave the way to more systematic decision making. We will also align the process with human performance technology principles. Practitioners will be able to use this process in daily activities, as well as in tough decision situations.
In managing enterprise-wide software implementations over the years, Al Crain has led highly successful implementations but was often frustrated by the lack of engagement at all levels. It was this frustration that led him to the understanding that there were tools like dialogue decision and organizations like ISPI that could help the decision-making process.
One program that initiated the dialogue was the implementation of a PC purchase program for paper mill employees. When Al was working with the paper mill, he shared with upper management that there was a performance gap. Employees did not feel comfortable with the new technology. The challenge was the need to help employees understand that they would be able to operate newly implemented systems as well or better than the old analog system. One day in a conversation, Al and the mill operations manager discussed the possibility of a PC home computer purchase program. The idea was to get as many mill employees as possible to become familiar with computer technology away from work.
Of course, after this program was in full swing, there were more questions about measuring the program’s success and making further decisions that would move the operation forward. This was a simple collaborative decision. The problem they were trying to solve was straightforward. Al later became a part of a team that used a collaborative model for making higher quality decisions.
During the 2014 ISPI conference in Indianapolis, please join us for a very special 90-minute “hands-on” workshop where we will practice using the decision dialogue process.
About the Authors