Leadership and Decision-Making:
The Me, The You, and The We
(Open Only to OVW Grantees)
Tuesday, September 30, 2014 from 10am to Noon (PDT)
You are a leader in creating a safer and healthier world that honors women, and you work in a context of increasing complexity, change and need for collaboration to get things done and have impact. Ask yourself:
- How many decisions are you responsible for on any given day?
- How do you balance the quickening pace of your work environment with making sure key team members or colleagues buy-in to the decisions that need to be made?
- Have you ever spent precious time and energy "selling" your decision to people who were critical to its implementation?
- Have you ever had to repair relationships with colleagues who had a stake in the decision and did not feel appropriately involved?
- Have you had colleagues sabotage your decisions because they didn't agree with the way you made your decision or the decision itself?
Decision-making is one of the most tangible expressions of power in organizational and community life. Power essentially comes down to "who decides" and "who gets to decide on who will decide."
Choosing wisely whom to involve in decision making is one of the most strategic actions you can take to harness the wisdom and buy-in of the people with whom you work, to deal with unproductive power dynamics, and to level the playing field.
The dilemma in engaging others is how to achieve the benefits of involvement while minimizing the risks? The key is to seek the maximum involvement appropriate to the situation.
In this webinar, you will:
- Understand and use a practical five option decision-making framework to facilitate strategic decision-making
- Conduct a stakeholder analysis to identify key stakeholders and their wins in order to maximally leverage their contributions and buy-in
- Understand and use a set of factors to consider to determine the maximum appropriate level of involvement of others in the decision-making process
- Apply the levels of involvement to a genuine work situation and explain their rationale for the level of involvement you chose
- Articulate the value in seeking maximum appropriate involvement rather than the minimum necessary involvement in a decision-making process
About the Presenter:
Andrea Nagel - Interaction Institute for Social Change
Andrea is a Senior Associate at the Interaction Institute for Social Change, where she builds the capacity of individuals, organizations and networks to accomplish their social change goals, collaboratively and innovatively and with an equity focus. Andrea has worked with an array of clients, including grassroots groups, nonprofit organizations, foundations, public sector agencies, schools and networks over the last 14 years.
Through training, facilitation, consulting and coaching activities, Andrea engages people's wisdom and resolve, augments their skills to navigate the complexity of their work and facilitates their learning and strategy development so that they can translate their hopes into movement.
Andrea comes to this work with a background in and passion for community organizing, leadership development, community planning in local and international contexts. She has had the privilege of working at YouthBuild USA, Dudley Street Neighborhood Initiative and with the Nicaraguan government.
A native of Chile, Andrea is bilingual and delivers her work in both Spanish and English. Andrea holds a Bachelor of Arts degree from Tufts University and a Master in City Planning from the Massachusetts Institute of Technology. When not working, Andrea enjoys dancing, music, jewelry-making, offering Reiki and sharing her home with family and friends.
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