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Knowledge-Based Decision Making

Knowledge-Based Decision Making. Knowledge-Based Decision Making. Method for making decisions of strategic importance Data are collected Data are organized into information Information is analyzed, then transformed into knowledge Knowledge becomes the basis for decision making.

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Knowledge-Based Decision Making

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  1. Knowledge-Based Decision Making

  2. Knowledge-Based Decision Making • Method for making decisions of strategic importance • Data are collected • Data are organized into information • Information is analyzed, then transformed into knowledge • Knowledge becomes the basis for decision making

  3. Knowledge-Based Decision Making Decisions made in this way shift the focus away from personal opinion and power (political decision making) toward good data and collective wisdom (rational decision making). Decisions are no longer based on “We think,” “We believe,” “We feel,” but rather, “We know.”

  4. Observations About Knowledge • Leaders must have: • Sufficient access to relevant knowledge to execute their oversight role; • Sufficient understanding of the implications of that information for the future of the organizations they govern; • Sufficient will to use the information in a responsible manner.

  5. Knowledge-Based Decisions Consider: • Sensitivity to stakeholders’ views • Foresight about the profession • Insight into capacity and strategic position • Ethics

  6. Key Question #1: Knowledge-Based Decision Making What do we know about our members/prospective members/customers’ needs, wants, and preferences, that is relevant to this decision? (What do we wish we knew but we don’t?)

  7. Key Question #2: Knowledge-Based Decision Making What do we know about the current realities and evolving dynamics of our members marketplace/industry/ profession that is relevant to this decision?

  8. Key Question #3: Knowledge-Based Decision Making What do we know about the “capacity” and “strategic position” of our organization that is relevant to this decision? (What do we wish we knew but don’t?)

  9. Key Question #4: Knowledge-Based Decision Making What are the ethical implications of our choices?

  10. Knowledge-Based Decision Making: Key Points • Leaders spend their valuable and limited time together using information, not collecting it. • Leadership focuses on the outcomes desired rather than on the activity required. • The focus is on what needs to happen next, not on what has already been done. • Organization leaders define and delegate rather than react and ratify.

  11. Benefits to Knowledge-Based Decision Making • Decisions are based on gathered data, information, and insight of the Board. • Issues are related to strategic plan of the organization. • Input from AMSN’s stakeholders are considered. • The Board focuses on the strategic agenda of the organization.

  12. Reference • Materials from Tecker Consultants, Trenton, NJ, as presented at American Society of Association Executives Symposium for Chief Elected Officers and Chief Executive Officers

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