HMGT 495 CASESTYDY 2

BashirJiwani_2021_Step3SelectTheKeyQues_GoodOrganizationalDec.pdf

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SAMPLE QUESTIONS

“What should our staff attendance policy be during a public health emergency?” (Instead of “should we force staff to come to work?”)

“Where should we allocate these scarce resources?” (As opposed to “Should we only give these resources to children?”)

“How should we respond to people who request resources but do not use them appropriately to maximize the benefit from them?” (Instead of “How do we deal with non-compliant users?”)

QUESTIONS AND SUB-

QUESTIONS Some questions are actually made up of discrete sub- questions, all of which must be addressed to successfully answer the key question. For example, any question about resource allocation will have three sub-questions: 1) What criteria should be used

to compare candidates for receiving the resource?

2) Who will use the criteria and make the decision?

3) What process will be used to gather the information, analyze the options, make the decision, communicate and implement it?

In this step we define the problem and specify exactly what question we are trying to answer.

Determine the problem(s) the group is working to solve.

• The question you ask will determine the type and scope of answer you get

• You want to ensure that the group is working on the same problem and asking the best question to help solve that problem

• A sense of the key question will arise from discussions with the requester of the process. You want to confirm and refine this with the shared work team

List each suggestion as a possible question that the group might tackle.

For each ask, “if we get an answer to this question, will it provide sufficient direction for us to deal with the problem?”

Notice if there are specific smaller questions that are part of a key question and organize these together.

Select a key question from the list.

• Many questions will present themselves; the challenge is choosing which should be addressed in the time available

Do not get hung up on this step.

• The articulation of the problem may evolve with further discussion of the facts

• Get enough of a shared understanding to move forward and set the expectation you will revisit this as you move through the process

•

Step 3

B. Jiwani, Good Organizational Decisions, SpringerBriefs in Ethics, https://doi.org/10.1007/978-3-030-33401-7_3

C o p y r i g h t 2 0 2 1 . S p r i n g e r .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 4/1/2023 11:48 AM via UNIVERSITY OF MARYLAND GLOBAL CAMPUS AN: 2655908 ; Bashir Jiwani.; Good Organizational Decisions : Ethical Decision-Making Toolkit for Leaders and Policy Makers Account: s4264928.main.eds

http://crossmark.crossref.org/dialog/?doi=10.1007/978-3-030-33401-7_3&domain=pdf

Step 3 the Key Question(s) Select

TIPS FOR SUCCESS

• Focus on a broad question that, if answered well, will spark more specific questions and provide meaningful direction for moving forward.

• Some questions are really about missing information. Park these, (and assure the group) we will get to them in the next section.

• Avoid questions that only allow yes or no answers to make possible a broad range of responses.

• Questions that begin with “What should” or “How should” work well.

• Questions that are made up of sub-questions may require separate values analyses and solutions. Set this expectation for yourself and the decision team and be prepared to adjust your process to accommodate this.

• In writing the question, only include descriptions and clauses about which there is explicit agreement.

• Try to use honest and accurate, yet morally neutral language — language that others will be able to hear without feeling threatened or judged.

• Don’t worry if this step seems difficult — it is! • Take the time to do this work well. • Sometimes it can be helpful to engage in the facts conversation

for a few minutes, then come to this step, and then return back to the facts step.

• It can be helpful for the leader(s) to: › think about key questions in advance and come to the

meeting with one or two possibilities in mind

› imagine the future they desire, and follow the line of inquiry that will make getting there possible.

Fraser Health – Ethics and Diversity Services28

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Step 3 Select the Key Question(s)

WORKSHEET (Fill out accordingly)

Questions that need to be addressed: The Key Question the team will focus on:

Specific sub-questions that are part of the broader key question:

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Step Select the Key Question(s) 3

Notes:

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