Steve Lear

While several versions of the TRIP decision-making process are available on this site (see the short Outline or complete Manual), we’re also spotlighting the content as individual chapters, making it easier for readers to get a step-by-step understanding of TRIP’s benefits. Let’s keep going!

Chapter Eight provides your team with a valuable toolkit for overcoming decision-making obstacles. Read Roadblocks and Repairs to learn how to keep moving forward despite challenges.

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ROADBLOCKS (OBSTACLES)

Once you’ve completed The Vision Plan (Part 1 of the TRIP Roadmap, discussed in Chapter Seven), it’s time to begin the critical task of identifying Roadblocks. Roadblocks are obstacles that Travelers must overcome to reach their Destination (goals).

Obstacles might include:

• The cost of achieving the goal. This cost can come in the form of dollars, time, ego, or a relationship with someone.
• Emotional roadblocks, such as fear or anger.
• A need for key information or resources to complete the project. This might include data (to determine if the goal is feasible or if you’re on the right track), the right people, the best process, or any legal issues to resolve.

To help identify Roadblocks, you might wish to consult the following:

• Historical information (wisdom from the past fuels a better future)
• Academic research
• Someone with experience in the issue under discussion

The Thinkers in the SUV—those team members who strive to be precise and accurate—are the best people to identify the roadblocks. As they think about the best route to a goal, ask them to:

• List the perceived roadblocks.
• Prioritize the roadblocks.
• Pick the top 10 Roadblocks (if 10 exist).

Note: When listing Roadblocks, participants often jump ahead to solutions. I urge you to prioritize the roadblocks before focusing on solutions.

Identifying Roadblocks may be the shortest part of your journey. Most people are better at determining why something will not work than why it will—it’s simply human nature.

I recommend that you include a Tour Guide to keep the agenda on track. The Tour Guide can either record meetings to later document the group’s decisions or hire a scribe to take notes during meetings.

ROAD REPAIRS (SOLUTIONS OR STRATEGIES)

Once you’ve prioritized the Roadblocks that stand in the way of reaching your goal, it’s time to call in the Snowplows!

A Snowplow is the vehicle of choice to clear the roadblocks. But have you ever noticed that snowplows are unable to clear 100% of the snow? I point this out because many of the strategies that groups create and adopt will not eliminate an obstacle, or eliminate all obstacles. Sometimes we need to be OK with clearing 80% to 90% of an obstacle. While this might be troubling to perfectionists, please believe that eliminating 80% of an obstacle is often satisfactory. Once again, a Tour Guide can help facilitate meetings for the options you choose, moving the agenda forward and keeping track of what the group decides or recommends.

STRATEGY TOOLS (TO REMOVE ROADBLOCKS)

Brainstorming

Before a brainstorming session begins, I urge the Doers in the Snowplow to work alone. Each Doer needs time and space to develop their solutions before a group meeting.

I also advise the Snowplow Doers to write down their ideas, so everyone participates. All groups include a mix of introverts, extroverts, and ambiverts (people who balance extrovert and introvert features). An introvert might have great strategies but be reluctant to express them in a group meeting of vocal extroverts. Written answers might be their preferred method of sharing ideas.

Think-Pair-Share

Another way to get everyone involved is to use a tool called Think-Pair-Share. First, identify the obstacles you want to address. Have each group member take several minutes alone to think about a strategy to overcome a specific obstacle. The Tour Guide will then pair up people to discuss solutions for a given amount of time. After the pairing, all the Snowplow Doers come together to share their ideas, and the fun begins—strategies develop. (see Appendix 7, page 36*) How does the group select the strategy with the best chance of success? There are more tools for that!

Pro-Con Analysis

This well-known technique compiles a list of advantages and disadvantages to select the best action plan. It can also validate the sub-strategies and determine whether they’re doable.

Weighted Decision Matrix

Building a Weighted Decision Matrix can also help to prioritize strategies. Here’s how it works:

1. Create a Matrix Grid (see the illustration below).
2. Define Criteria: In the top row of the Matrix, identify the key factors for making the decision (such as cost, time to implement, return on investment, risk, etc.)
3. Identify Strategies: Vertically, on the left side, list strategies you think will help you reach the goal.
4. Assign Weights: Weight each criterion by number (the example below assigns each criterion a number from 1 to 5). The more important it is, the higher the number.
5. Score Strategies: Now, using the same 1 to 5 rating, evaluate how well each strategy meets each criterion (with a score of 5 meaning the strategy is very well qualified to meet the criterion).
6. Calculate Weighted Ratings for each Strategy based on each Criterion. The weighted value is achieved by multiplying the criterion rating by the strategy rating, as shown below.
7. Total the Weighted Ratings: Finally, add up the ratings in each weighted strategy row and place the total weighted score in the last column.

WEIGHTED DECISION MATRIX EXAMPLE

DECISION CRITERIA	Criterion A	Criterion B	Criterion C	Criterion D	Total Score
Criteria ratings	3	4	5	2
Strategy #1	1	3	3	1
Weighted rating	3	12	15	2	32
Strategy #2	5	5	4	4
Weighted rating	15	20	20	8	63
Strategy #3	22	3	1	1
Weighted rating	6	12	5	2	25
Strategy #4	5	2	3	3
Weighted rating	15	8	15	6	44

Ratings: 1= less importance, 5= high importance

Strategies with the highest numbers are your top priorities, with the best chance of helping you reach your goal. In the example above, strategy 2 is the best option for success.

If the group can’t reach consensus after using the above tools (which is OK), I suggest you bring it to a vote, with a majority vote deciding the winning strategy to adopt. Once again, before you vote, be sure you’ve defined what constitutes a majority.

Now you’re ready to complete Part 2 of the TRIP Roadmap, the ACTION PLAN (see Appendix 6B, page 35*)

Roadblocks: List the top obstacles to overcome.

Road Repairs: Identify your best strategies and outline the steps needed to implement the strategy on the S.M.A.R.T. TRIP Strategy Planner (see Appendix 8, page 37*). Assigning a deadline to each step creates accountability, letting all team members see the status of the project at any point in the process, and what may need to be revised to keep moving forward.

Resources: List any assistance you’ll need to achieve the goal, both internally (from other team members and their departments) and externally (from outside sources). This also helps to identify any challenges (such as staffing, supplies, or timing) that must be addressed.

After resolving the top 10 Roadblocks (if 10 exist), achieving the goal is often 80% complete, and that may be good enough.

The Tour Guide will monitor the TRIP Roadmap’s due dates to make sure the project stays on track.

*Note: To see Appendix 6B (page 35), Appendix 7 (page 36), and Appendix 8 (page 37), download TRIP at the link shown below.

DOWNLOAD TRIP