This session focused on good decision making, which includes not only the quality of the decision that is made, but also the process for getting to that decision. We were introduced to what research has shown to be “best in class” decision-making behaviors, and provided a framework that helps clarify decision roles.
We were asked to think about the following prior to the meeting:
- Think about a significant decision that you were recently a part of, that you feel didn’t go as well as it could have
- Why didn’t the decision go well? Think about what went wrong:
- In the way the decision-making process was set up
- In the way the decision was made
- In the communication and follow through of the decision
In the session, we mapped the challenges against the best in class behaviors, and brainstormed opportunities to improve with a colleague from another organization.
Leading this discussion will be Bob Searle is a partner in Bridgespan’s Leadership practice. He originally joined Bridgespan in 2000 and served in a number of roles over 13 years at the organization, including lead for Bridgespan’s Environment practice. His consulting work has focused on strategic and organizational growth for nonprofits and foundations across a spectrum of social issues.
Prior to his return to Bridgespan in 2016, Bob was at New Profit, Inc., a venture philanthropy fund based in Boston, as Managing Partner for Portfolio Performance & Support. In that role, he focused on strengthening New Profit’s portfolio support tools and processes, including its internal measurement capabilities.
Meeting materials: Decision effectiveness NPFM