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Decision Workshops
Giving you the tools to
understand, plan and
focus on the politics of
decision making
Decision Workshops
Decision Workshops
The problem
2
Decision Workshops
Actors always rehearse¡­
3
Decision Workshops
Presenters sometimes rehearse ¡­
4
Decision Workshopsand we know that the more we rehearse and practice the
more we improve¡­.
5
Decision Workshopsbut we don¡¯t properly rehearse the most important
¡°political¡± interactions
6
Decision WorkshopsInstead there is a tendency to just rely on the unaided
judgment of ourselves or of experts
Even though the experts often disagree with each other
Decision Workshops
But how good is this?
Decision Workshops
These people were not short of expert advisors when
they chose to invade Iraq and Afghanistan
But had they thought through the consequences ?
Decision Workshops
The scientific evidence is in:
Decision WorkshopsUsing judgment for political decision making is
little better than random chance
See evidence in
Appendix
Decision Workshops
So what can be done?
Decision WorkshopsDecision workshops gives you a way to rehearse and
plan these important political decisions.
13
By using Confrontation Analysis
Decision Workshops
Development of Confrontation Analysis
14
Decision Workshops
Rupert Smith
Bosnia 1995: Britain's last victorious war?
General
General Rupert Smith: Commander of UN forces in
Bosnia:
Responsible for breaking siege of Sarajevo.
General Smith was not reluctant to tell people how he
had succeeded
He wrote the book ¡°The Utility of Force¡± and worked
with¡­.
Decision Workshops
Rupert Smith
Working with Rupert Smith¡­
General
The Late Professor Nigel
Howard
Who developed Confrontation
Analysis as a development
and refinement of Game
Theory.
Since Professor Howard¡¯s
death the theory has been
picked up and developed by¡­
Decision Workshops
Rupert Smith
Carrying on the good work¡­.
General
Mike Young
Who has refined and built on this
theoretical framework and encapsulated it
in the Dilemma Explorer program to
produce a faster, easier and better means
of exploring confrontations and rehearsing
negotiations.
Decision Workshops
Our process
18
Building upon the foundations of the mathematical process of Confrontation
Analysis, Decision Workshops has developed a unique modelling method
and a proprietary software tool to that can analyse complex, multiplayer
issues.
Decision Workshops
Our process
? Define the problem
? Define players, what they can do, and what
they want to happen
? Plan and develop strategy using
Confrontation Analysis
? Test and refine strategy in Decision
Workshop
? Present a clear focused strategy for action
19
Decision Workshops
The Dilemma Explorer program in action
20
Decision Workshops
21
Firstly, we help
you understand
the scenarios
by structuring
in important key
decisions
The Dilemma Explorer program in action
Decision Workshops
22
And then gather
an
unambiguous
clear statement
of all parties¡¯
desires
The Dilemma Explorer program in action
Decision Workshops
23
We then decide
what will happen
if no further
progress can be
made
The Dilemma Explorer program in action
Decision Workshops
24
And indicate
where distrust
is present and
where people
don¡¯t believe
threats or
promises
The Dilemma Explorer program in action
Decision Workshops
The Dilemma Explorer program in action
25
To
produce a
succinct
one
screen
summary
of the
situation
Decision Workshops
The Dilemma Explorer program in action
26
The computer then
automatically shows
the areas of difficulty
known as DILEMMAS
that must be eliminated
to get a trustworthy
agreement
Decision Workshops
27
And can
give an
exhaustive
list of
possible
ways
forward to
eliminate
each
dilemma
The Dilemma Explorer program in action
Decision WorkshopsThe participants use the program on the screen during
the negotiation rehearsal to:
28
? Keep focus on the subject
under negotiation
? Give a clear language in
which to communicate
? Understand the dilemmas
and powers of each
participant
? Indicate when progress has
been made by changing the
screen
? Look for different strategies
out of an impasse
Decision Workshops
Decision Workshops track record
29
Decision Workshops
Decision Workshops held
? Libya during the war :
? For Cranfield University
? Libya at the end of the war :
? For Defence Science and Technology Laboratories
? Iran Israel and the USA: Dealing with the Iranian Nuclear threat :
? For Cranfield University and defence intelligence services
? The Euro crisis:
? For city of London think tank Z/Yen
? Bahrain Government: Sunni / Shia
Decision Workshops
Business deals
? For BAE Systems: 19 projects including:
? Getting funding from UK MoD for an unmanned aircraft (Mantis)
? Impact of Strategic Defence Reviews
? A400M project (twice)
? Partnering deals for bids
Decision Workshops
Testimonial
32
¡°The technology is simple but the underlying
psychology, appealing to the individual¡¯s
natural will to win, mirroring real business
behaviours, is truly and very powerfully
innovative.¡±
Air Vice Marshal Steve Nicholl (Ret¡¯d): Director Military Requirements,
BAE Systems
Decision Workshops
Summary
? Tried, tested, powerful and unique system.
? Structured way of rehearsing negotiations and
likely outcomes.
? High probability of behaviours reflecting reality,
enabling cost-effective decision making and the
efficient use and deployment of resources.
? Useful for government, military, commercial &
individual applications.
33
Decision Workshops
Appendix: Evidence to support the benefits of role
play
34
Decision WorkshopsHow good are we at forecasting how others will behave in
conflicts?
Obscure conflicts
Decision Workshops
What we would expect from random chance ?
3 possible answers:
33% probability of
getting it right by
guessing
6 answers
=17%
Average
4 answers
=25%
Decision Workshops
Using judgment is often WORSE then guessing !
Average
Decision Workshops
Using Game Theory fares no better..
Average
Decision Workshops
But a role play achieves substantially better forecasts
Back
Average

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An introduction to Decision Workshops

Editor's Notes

  • #10: These gentlemen had a lot of experts to advise them, but they misjudged how others would behave. Even with lots of advisors, they were still basically muddling throughSo perhaps we should listen to others
  • #11: Philip E. Tetlock, now the Leonore Annenberg University Professor in Democracy and Citizenship at Penn, provided exceptional support for the Seer-Sucker Theory with his 2005 book, Expert Political Judgment. The book describes the findings from Tetlock¡¯s 20-year study of 284 political and economic experts and their 82,361 forecasts during that time. As it turned out, the experts¡¯ forecasts were no more accurate than those of novices
  • #36: Here is an experiment that was done. At the bottom here we have a selection of different situations, they are all things that actually happened, but they are quite obscure and disguised Here¡¯s an artist¡¯s protest, A fight about TV channel distributions, A Takeover, do I invest, A Takeover, and a Nurses dispute. Now each of these situations actually happened, we know the outcome. So what we did was took the real outcome, and mixed it with other things that may have happened, as a multiple choice test and then saw how good we are at predicting what will happen,
  • #37: Now because this is a multiple choice test, you can often get the right result, just by guessing, there¡¯s six choices for artist¡¯s protest, 1 in 6 chance of getting it right by guessing, three for the distribution channel, one in three chance of guessing and so on. So (on average) we would expect to get about 27% right just by guessing. Let¡¯s see how we did using other methods.
  • #38: FIRSTLY Unaided judgement. Nearly all decision making is of this form. If we just tell people to estimate what happens we get this¡­. We do worse than guessing some of the time, better at others, but on average, we do miserably, Hardly better than guessing,
  • #39: SECONDLYIf we use mathematical techniques such as Game Theory to predict the outcome, we do even works that with unaided judgment. This would have been better if the participants had not scored 0 on the ¡°Telco takeover¡± package.
  • #40: THIRDLYIf we use role play we do much better. Role playing does seem to be able to predict the outcome of negotiations.