|Training for Elected Leadership - The Councillor as Decision-maker (HABITAT, 1994, 22 p.)|
|Part I. Essay on the councillor as decision-maker|
· Deciding not to decide can be a very decisive moment.
· Rational decision-making is an important process, but it's not the whole story when it comes to making a decision.
· Identifying the problem may be the most difficult and important stage in decision-making and problem-solving. So, talk to your problem.
· Don't focus all your time and energies on solving problems. Take time out to take advantage of some opportunities as well.
· Awareness and vision are the critical first steps to decision-making.
· Quality and acceptance are key dimensions in assessing the decisions you are about to make.
· If those who are part of the problem have not been consulted about the decision to do something about it, they may not be willing to support the solution.
· There are a number of ways to make group decisions. None are wrong, but some are better than others, although this too depends on what the decision is all about.
· "Groupthink" is a virus that can debilitate your council in its ability to make decisions.
· Managing agreement in a group is a lot more difficult than managing conflict.
· There are some decision less decisions that are useful when you are faced with deciding in the midst of uncertainty and ambiguity.