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Working Collaboratively Toward Effective Decision-making

Working Collaboratively Toward Effective Decision-making. Frances D. Butterfoss, PhD, MSEd James M. Krieger, MD, MPH Michael P. Rosenthal, MD. Democracy. “It’s not perfect, but it’s the best way for 280 million people to make a decision.”. Process of Building Governance.

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Working Collaboratively Toward Effective Decision-making

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  1. Working Collaboratively Toward Effective Decision-making Frances D. Butterfoss, PhD, MSEd James M. Krieger, MD, MPH Michael P. Rosenthal, MD

  2. Democracy “It’s not perfect, but it’s the best way for 280 million people to make a decision.”

  3. Process of Building Governance • Develop mission & goals • Integrate ideas from many stakeholders • Transition from networking to engaging, involving & empowering partners • Qualitative analyses may provide insight into process

  4. Continuum of Decision-making Power ADVICE ➨ CONTROL Coalition develops ➨ Coalition itself recommendations, but has final decision- other organization(s) making power has final say Wandersman, 1981

  5. Shared & Formalized Decision-making in Coalitions • Creates positive coalition environment • Ensures that member benefits outweigh costs • Encourages pooling of resources • Increases member engagement(commitment to mission & goals, participation in activities, satisfaction with coalition work) • Makes effective assessment & planning more likely Butterfoss & Kegler, 2002

  6. Models of Decision-making in Coalitions • Steering Committee, coalition chair or lead agency decides • Voting or majority rule (2/3 rule) • Consensus • Combination of models depending on issue

  7. Rapid Decision-making Models • Steering Committee (coalition & committee chairs & key at-large organization members) decides • Steering Committee gets input from members via email then decides • Staff decides with input from key leaders & organizations • Action alert vote is sent via email to members

  8. Allies Against Asthma Decision- making Models CSAS N=294 C

  9. Decision-making Process CSAS N=294

  10. Level of Comfort with Decision-making Process CSAS N=294

  11. Power in Decision-making CSAS N=294

  12. Power in Decision-making * Significantly associated with: • Positive opinion about leadership • Agreement with coalition vision • Reporting more benefits of participation • Higher degrees of support and trust * p=< .01

  13. Difficult or Controversial Decisions CSAS N=294

  14. Examples of Difficult or Controversial Decisions • Decisions about mission, goals & objectives • Transition from asthma campaign to asthma management & research focus • Decisions who gets resources & recognition • Referring & coordinating requests for patient education & home assessments fairly among partners • Decisions about power, prestige & influence • Competition for election to coalition office • Decisions about funding opportunities/grants • Competition for who leads, who shares

  15. Level of Conflict Expected CSAS N=294

  16. Resolving Conflict CSAS N=294

  17. Summary • Decision-making in coalitions can be potential source of conflict • Decision-making must be managed in standard, fair & timely manner • Comfort with decision-making leads to member satisfaction, commitment & participation • Coalitions that practice good decision-making are more likely to be effective & sustained

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