The Better Decisions, Better Outcomes™ (BDBO) Framework
In my last BLOG on 26th March here I set out the case that communities need to be able to make their voice heard to influence Government decision-making, so they receive the resources that they want and need. Government seems to recognise the need for place-based solutions drawn from local intelligence whilst communities, who have a low trust in government, need investment to thrive.
The more a suburb, district, or region is community resilient the more the people will be able to speak with their voices to inform district, regional and national decision making.
The Better Decisions, Better Outcomes™ (BDBO) Framework is a systematic, holistic, relational way for leaders to THINK how best to achieve a vision, for a suburb, district, region or nation. The output is a Portfolio Business Case to inform a start-up decision on the best public value, commercially viable, affordable and achievable way to achieve that vision.
There are 5 consecutive stages in the BDBO process
1. Governance and Alignment. Engaging the right leaders to agree to THINK how to achieve a vision. Agree to courageously and transparently navigate the ambiguity of difficult conversations by intentionally leaning in to listen and learn from each other, to build trust and confidence. Agree how to measure resilient communities.
2. Capability Development. Train to build local capability and identify capability gaps to smartly procure consultancy support
3. Portfolio Development and Identification. THINK together to identify the programme options.
4. Portfolio Creation and Assessment. Prioritise the programme options to identify the best public value, affordable and achievable ones
5. Planning and Finalising the Business Case. Write the Business Case outlining how the preferred option is commercially viable, affordable and achievable to achieve that vision
Next week I’ll explain stage 1 “Governance and Alignment” a bit more
If you’re interested in training, or applying the BDBO approach to your organisation, district or region I’d love to talk to you. Please book a free appointment here
The Case for Better Community Influenced Decision-Making
Communities need to be able to make their voice heard to influence Government decision-making, so they receive the resources that they want and need.
We need…..
to think together
WE need a public value decision system that enables government to participate with resilient communities to achieve vision by thinking together using their different strengths. Valuable local intelligence needs to be gathered.
to deliver benefits that the community priorities
Good community participation will result in the right benefits being targeted and real measurable impact being delivered.
to be courageous enough to have difficult conversations
WE need to courageously and transparently navigate the ambiguity of difficult conversations. To intentionally lean in to listen and learn from each other, to build trust and confidence.
a structured approach
That approach needs to be a holistic, systematic, and relational.
to develop a shared vision – Government and Community
We must articulate a vision for the community or organisation or nation and identify the best public value, affordable and achievable way to achieve that vision.
Over the past 8 years I have developed my “Better Decision Better Outcomes” (BDBO) approach to develop community-based portfolio business cases in New Zealand and overseas. It is a systematic, relational and holistic way of thinking to make better decisions for better outcomes.
If you’re interested in training, or applying the BDBO approach to your organisation, district or region I’d love to talk to you. Please book a free appointment here
Community and decision-making BUISNESS
I have considered the ideologies present in New Zealand and offer a way forward to think in a
systematic, relational and holistic way to make better decisions for better outcomes.
I summarise the ideologies below:
· Classical liberalism 1789-The West: A capitalism centered on free markets and the pursuit of individual self-interest; individual flourishing; minimal state interference; peace. Parliamentary democracy with minimal state action.
· Conservatism 1789-The West. Strengthened communal life – nation, communities, families; continuity of traditions; building civic virtues; strengthen sources of meaning and belonging. Parliamentary democracy with potentially greater state action and authority.
· Social democracy 1848-The West. A social capitalism, marked by greater harmony of interests, mixed economy, equality, and security. Parliamentary democracy (with greater scope for state action in the interests of society/nation.
· Socialism 1848-The West, spreads to the non-European world in the 20th century. End of class and state; direct democracy; from each according to their abilities, to each according to their needs. In theory, a new form of direct democracy. In practice authoritarian state control.
· Social liberalism 1890 The West. A social capitalism; reducing inequalities; eradicating poverty, crisis, unemployment; growth, social peace, national progress. Parliamentary democracy (but with greater role for state intervention)
· Far-Right-1920 Europe, but global diffusion. A reborn, harmonious, and purified national community; national sovereignty; entrenchment of national values; duty to nation. Authoritarian state.
· Environmentalism-1960’s The West, increasingly globalized. Sustainable development; stewardship/partnership in the natural world; reduction of scale. Parliamentary democracy (but important role for state and regulation in the interests of future generations and the natural world)
· Communitarianism. 1980-The West, especially USA. Strong, vibrant communities; strong feelings of belonging; shared meanings and purposes. Parliamentary democracy (but potentially more devolvement of power to locality and federation)
· Cultural progressivism 1990-The West. A dynamic capitalism that embraces both individual freedom and equality of opportunity; social peace; recognition of difference; cosmopolitanism. Parliamentary democracy, with better representation of minorities; affirmative action to create true meritocracy.
The major political parties combine ideological elements from several different broad ideologies. Across these party divides and across several different ideologies, though, we find some important commonalities - appeals to the common good and the improvement of life together through participation in decision making. (Source Victoria University of Wellington)
For my part I provide my “Better Decision better Outcomes” (BDBO) approach, a systematic, relational and holistic way of thinking to make better decisions for better outcomes. I
· have applied BDBO with the local leaders of Newlands to improve suburb resilience (here)
· offer my BDBO training through the Victoria University of Wellington here.
· offer coaching to apply BDBO in organisations, district and regions (here). If you’re interested to chat, please book a free appointment here
WE need a public value decision system that enables government to participate with resilient communities to achieve vision by thinking together using their different strengths, resulting in measurable benefits and eliminate systemic poverty. Government needs to consider its role in building resilient communities so those communities can in turn speak with their voices into the decision-making process, providing valuable local intelligence. That approach needs to be a holistic, systematic, and relational. WE need to courageously and transparently navigate the ambiguity of difficult conversations by intentionally leaning in to listen and learn from each other, to build trust and confidence, to set a vision and identify the best public value, affordable and achievable way to achieve that vision. Over the past 8 years I have developed my “Better Decision Better Outcomes” (BDBO) approach to develop placed based portfolio business cases in New Zealand and overseas.
Seeking investment interest in Newlands, Wellington PROBONO
My 3 favourite quotes and how I am trying to be a part of the solution.
My favourite quotes are…
“Rarely do we find men who willingly engage in hard solid thinking. There is almost universal quest for easy answers and half-baked solutions. Nothing pains some people more than having to think.” Martin Luther King, Jnr.
“We think we're much more rational than we are and that we make our decisions because we have good reasons to make them. Even when it's the other way around. We believe in the reasons, because we've already made the decision”. Daniel Kahneman.
Whatever decisions are made by Government and Industry it is communities that need to live with them. So, we need more resilient, suburbs, districts and regions. The more resilient they are the more they can speak with their local voices providing local intelligence to inform Government and Industry decisions. “Confidential Source”
My BDBO approach is a systematic, rationale, relational and holistic way of thinking to make better decisions for better outcomes.
We are seeking initial investment before we actively engage with residents over a six-month period.
I have applied (parts of ) BDBO with the local leaders of Newlands, here. We are seeking minor initial investment before we actively engage with residents over a six-month period and then a more significant investment to implement the preferred solution. If you know of anyone who would be interested in investing, please email me at rodney@acorn-resilience.org. I can provide our place-based business case.
On behalf of the Aotearoa Community Resilience Network, a registered charitable trust.
Community and Decision Making
My 3 favourite quotes and how I am trying to be a part of the solution.
My favourite quotes are…
“Rarely do we find men who willingly engage in hard solid thinking. There is almost universal quest for easy answers and half-baked solutions. Nothing pains some people more than having to think.” Martin Luther King, Jnr.
“We think we're much more rational than we are and that we make our decisions because we have good reasons to make them. Even when it's the other way around. We believe in the reasons, because we've already made the decision”. Daniel Kahneman.
Whatever decisions are made by Government and Industry it is communities that need to live with them. So, we need more resilient, suburbs, districts and regions. The more resilient they are the more they can speak with their local voices providing local intelligence to inform Government and Industry decisions. “Confidential Source”
For my part I provide:
· My BDBO approach is a systematic, rationale, relational and holistic way of thinking to make better decisions for better outcomes.
· my BDBO training through the Victoria University of Wellington here.
· coaching to apply BDBO in organisations, district and regions through Barber Associates (here). If you’re interested to chat, please book a free appointment here.