[Script Info]
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[Events]
Format: Layer, Start, End, Style, Name, MarginL, MarginR, MarginV, Effect, Text
Dialogue: 0,0:00:05.84,0:00:08.36,Default,,0000,0000,0000,,Over the\Nyears when dissent, when teaching decision
Dialogue: 0,0:00:08.36,0:00:12.24,Default,,0000,0000,0000,,making processes to students\Nand executives at MIT and elsewhere,
Dialogue: 0,0:00:12.44,0:00:16.92,Default,,0000,0000,0000,,I often set up group exercises\Nthat let students practice
Dialogue: 0,0:00:17.16,0:00:21.56,Default,,0000,0000,0000,,this sort of debate\Nand constructive conflict in teams,
Dialogue: 0,0:00:21.88,0:00:25.68,Default,,0000,0000,0000,,and it gives them firsthand experience\Non how these
Dialogue: 0,0:00:26.80,0:00:31.48,Default,,0000,0000,0000,,processes reliably deliver\Nhigher quality decisions
Dialogue: 0,0:00:31.72,0:00:35.40,Default,,0000,0000,0000,,than decisions that didn't have\Nthis kind of design process.
Dialogue: 0,0:00:35.40,0:00:37.32,Default,,0000,0000,0000,,And so that's what I've talked about here.
Dialogue: 0,0:00:37.32,0:00:40.88,Default,,0000,0000,0000,,I also, in what I teach\Nstudents and executives
Dialogue: 0,0:00:40.88,0:00:42.96,Default,,0000,0000,0000,,as well, will oftentimes watch
Dialogue: 0,0:00:44.00,0:00:48.12,Default,,0000,0000,0000,,a clip of a movie motion\Npicture called 13 Days,
Dialogue: 0,0:00:48.36,0:00:51.84,Default,,0000,0000,0000,,which depicted the decision making process\Nthat President
Dialogue: 0,0:00:51.84,0:00:55.68,Default,,0000,0000,0000,,Kennedy used during what was what's now\Ncalled the Cuban Missile Crisis.
Dialogue: 0,0:00:55.96,0:00:58.88,Default,,0000,0000,0000,,This is probably\None of the most consequential decisions
Dialogue: 0,0:00:59.16,0:01:01.92,Default,,0000,0000,0000,,that any president\Nhas ever made in history,
Dialogue: 0,0:01:01.92,0:01:06.00,Default,,0000,0000,0000,,because it was the closest time\Nthat the U.S.
Dialogue: 0,0:01:06.00,0:01:08.40,Default,,0000,0000,0000,,and Russia came to launching nuclear
Dialogue: 0,0:01:09.12,0:01:12.88,Default,,0000,0000,0000,,warheads on one another,\Nessentially starting World War three.
Dialogue: 0,0:01:13.16,0:01:16.36,Default,,0000,0000,0000,,Here are some of my own highlights\Nthat play out in the movie.
Dialogue: 0,0:01:16.36,0:01:20.96,Default,,0000,0000,0000,,And as you'll see,\Nmany of these kind of core activities
Dialogue: 0,0:01:20.96,0:01:25.28,Default,,0000,0000,0000,,that Kennedy used in making this decision\Nalign with the four principles
Dialogue: 0,0:01:25.28,0:01:27.08,Default,,0000,0000,0000,,that I'm suggesting in our program.
Dialogue: 0,0:01:27.08,0:01:30.48,Default,,0000,0000,0000,,Number one,\Nhe was very clear about his goal,
Dialogue: 0,0:01:30.92,0:01:34.00,Default,,0000,0000,0000,,and his goal was to avoid nuclear war.
Dialogue: 0,0:01:34.40,0:01:40.20,Default,,0000,0000,0000,,Now, this is different than what tradition\Nwould have had suggested for a U.S.
Dialogue: 0,0:01:40.20,0:01:42.32,Default,,0000,0000,0000,,president. And tradition would say.
Dialogue: 0,0:01:42.32,0:01:44.24,Default,,0000,0000,0000,,The the the challenge
Dialogue: 0,0:01:45.28,0:01:45.60,Default,,0000,0000,0000,,is to
Dialogue: 0,0:01:45.60,0:01:48.84,Default,,0000,0000,0000,,overcome your adversary in the future\Nadversary order.
Dialogue: 0,0:01:49.72,0:01:52.28,Default,,0000,0000,0000,,That's what traditional policy\Nwould have recommended.
Dialogue: 0,0:01:52.28,0:01:55.96,Default,,0000,0000,0000,,But he didn't take that\Nroute, the route that he took as he wants
Dialogue: 0,0:01:55.96,0:01:58.08,Default,,0000,0000,0000,,to avoid nuclear war.
Dialogue: 0,0:02:00.00,0:02:02.40,Default,,0000,0000,0000,,And as as you see in the movie,\Nhe had a lot of pressures
Dialogue: 0,0:02:02.76,0:02:06.32,Default,,0000,0000,0000,,to make to follow sort\Nof a more traditional decision process
Dialogue: 0,0:02:06.56,0:02:08.00,Default,,0000,0000,0000,,as commander in chief.
Dialogue: 0,0:02:08.00,0:02:12.24,Default,,0000,0000,0000,,So this is my first principle\Nis to be very clear about the problem
Dialogue: 0,0:02:12.60,0:02:14.00,Default,,0000,0000,0000,,or the decision
Dialogue: 0,0:02:14.00,0:02:17.60,Default,,0000,0000,0000,,or the goals that you're trying to achieve\Nwith this decision process.
Dialogue: 0,0:02:18.12,0:02:20.76,Default,,0000,0000,0000,,The second is that you'll see
Dialogue: 0,0:02:20.92,0:02:23.56,Default,,0000,0000,0000,,that he actually owned\Nthe decision process
Dialogue: 0,0:02:24.04,0:02:26.60,Default,,0000,0000,0000,,from the very beginning\Nas commander in chief.
Dialogue: 0,0:02:27.00,0:02:30.12,Default,,0000,0000,0000,,Now, he sought out\Nlots of different perspectives
Dialogue: 0,0:02:30.36,0:02:34.96,Default,,0000,0000,0000,,that he knew and his advisers knew were\Nimportant to the decision making process.
Dialogue: 0,0:02:35.24,0:02:38.72,Default,,0000,0000,0000,,And as you'll see,\Nhe sought perspective from people
Dialogue: 0,0:02:38.72,0:02:42.20,Default,,0000,0000,0000,,who dislike him and even distrusted him.
Dialogue: 0,0:02:42.64,0:02:45.96,Default,,0000,0000,0000,,But he knew those people had valuable\Nexpertise
Dialogue: 0,0:02:45.96,0:02:49.36,Default,,0000,0000,0000,,that could inform\Nhis understanding of the problem.
Dialogue: 0,0:02:49.80,0:02:54.36,Default,,0000,0000,0000,,This was my second recommendation\Nin designing a decision process
Dialogue: 0,0:02:54.60,0:02:59.52,Default,,0000,0000,0000,,is to seek out multiple perspectives\Nto understand the problem that you face.
Dialogue: 0,0:03:00.08,0:03:04.16,Default,,0000,0000,0000,,The third thing I want to point out\Nis he utilized teams of advisors,
Dialogue: 0,0:03:04.16,0:03:08.16,Default,,0000,0000,0000,,several sets of advisers\Nto come up with creative solutions
Dialogue: 0,0:03:08.40,0:03:12.24,Default,,0000,0000,0000,,and multiple solutions\Nto this problem that he was facing.
Dialogue: 0,0:03:13.68,0:03:14.56,Default,,0000,0000,0000,,Those alternative
Dialogue: 0,0:03:14.56,0:03:18.24,Default,,0000,0000,0000,,solutions that he faced actually led to\Nsome of the decisions
Dialogue: 0,0:03:18.32,0:03:22.76,Default,,0000,0000,0000,,that he actually made, the solutions\Nthat he actually put in place.
Dialogue: 0,0:03:23.12,0:03:27.60,Default,,0000,0000,0000,,And the solutions creatively\Ndid avoid these
Dialogue: 0,0:03:27.60,0:03:31.12,Default,,0000,0000,0000,,two countries\Ngoing to nuclear war with one another.
Dialogue: 0,0:03:31.40,0:03:35.76,Default,,0000,0000,0000,,So this was my third suggested\Nprinciple, is to when you're
Dialogue: 0,0:03:35.96,0:03:40.88,Default,,0000,0000,0000,,trying to arrive at decisions,\Nespecially on high stakes decision,
Dialogue: 0,0:03:41.04,0:03:45.44,Default,,0000,0000,0000,,generate multiple alternatives\Nand multiple solutions to consider.
Dialogue: 0,0:03:45.88,0:03:47.20,Default,,0000,0000,0000,,And then finally,
Dialogue: 0,0:03:47.20,0:03:51.12,Default,,0000,0000,0000,,I want to point out is that President\NKennedy made the tough call.
Dialogue: 0,0:03:51.48,0:03:52.00,Default,,0000,0000,0000,,Right.
Dialogue: 0,0:03:52.00,0:03:55.92,Default,,0000,0000,0000,,And everybody sort of got behind him\Nwhen he made those tough calls.
Dialogue: 0,0:03:55.92,0:03:57.60,Default,,0000,0000,0000,,And this is my fourth
Dialogue: 0,0:03:57.60,0:04:01.00,Default,,0000,0000,0000,,principle is that, you know,\Nyou make tough calls,
Dialogue: 0,0:04:01.00,0:04:02.48,Default,,0000,0000,0000,,make sure that now you're
Dialogue: 0,0:04:02.48,0:04:07.20,Default,,0000,0000,0000,,moving from decision making to decision\Nimplementation or decision execution.
Dialogue: 0,0:04:07.24,0:04:10.08,Default,,0000,0000,0000,,So it's again,\NI think that the movie provides
Dialogue: 0,0:04:10.28,0:04:13.24,Default,,0000,0000,0000,,an excellent illustration\Nof some of the design principles
Dialogue: 0,0:04:13.24,0:04:16.64,Default,,0000,0000,0000,,for decision processes\Nthat I'm recommending in this program.
Dialogue: 0,0:04:17.20,0:04:20.96,Default,,0000,0000,0000,,One importantly, what I think the Cuban\NMissile Crisis shows is that if you have
Dialogue: 0,0:04:20.96,0:04:26.36,Default,,0000,0000,0000,,a high quality decision process, you're\Ngoing to produce higher quality decisions.
Dialogue: 0,0:04:26.68,0:04:27.16,Default,,0000,0000,0000,,Right.
Dialogue: 0,0:04:27.16,0:04:29.76,Default,,0000,0000,0000,,So that's the big point of sort of
Dialogue: 0,0:04:29.76,0:04:32.88,Default,,0000,0000,0000,,when you think of\Nof architecting a decision process,
Dialogue: 0,0:04:33.12,0:04:35.48,Default,,0000,0000,0000,,you can architect a high quality process
Dialogue: 0,0:04:35.76,0:04:38.00,Default,,0000,0000,0000,,and then you'll have higher quality\Ndecisions.
Dialogue: 0,0:04:38.00,0:04:41.88,Default,,0000,0000,0000,,Research done by Ohio State\NProfessor Long that suggests
Dialogue: 0,0:04:41.88,0:04:44.76,Default,,0000,0000,0000,,that about 50% managers decisions
Dialogue: 0,0:04:45.08,0:04:47.88,Default,,0000,0000,0000,,fail to achieve their intended outcomes.
Dialogue: 0,0:04:48.08,0:04:50.76,Default,,0000,0000,0000,,So in general,\NI think you can rightly say that
Dialogue: 0,0:04:51.04,0:04:54.56,Default,,0000,0000,0000,,status quo decision processes\Nin organizations earn about an F,
Dialogue: 0,0:04:55.08,0:04:57.24,Default,,0000,0000,0000,,okay in terms of rating scale
Dialogue: 0,0:04:57.64,0:05:00.52,Default,,0000,0000,0000,,and he one of the big insights said
Dialogue: 0,0:05:01.24,0:05:05.48,Default,,0000,0000,0000,,in this research was the actual decisions\Nand the consequences of those decisions
Dialogue: 0,0:05:05.76,0:05:08.96,Default,,0000,0000,0000,,is that managers used\Nfor decision processes
Dialogue: 0,0:05:09.24,0:05:12.32,Default,,0000,0000,0000,,and making those decisions\Nas transformational leaders.
Dialogue: 0,0:05:12.32,0:05:14.08,Default,,0000,0000,0000,,I think you want to take\Nsome of the principles
Dialogue: 0,0:05:14.08,0:05:16.64,Default,,0000,0000,0000,,and some of the processes\Nthat we're describing here
Dialogue: 0,0:05:17.56,0:05:21.92,Default,,0000,0000,0000,,to help you make better decisions\Nas you're looking at your organization
Dialogue: 0,0:05:22.16,0:05:25.36,Default,,0000,0000,0000,,holistically\Nin terms of change and innovation
Dialogue: 0,0:05:25.64,0:05:29.64,Default,,0000,0000,0000,,by having a better decision process,\Nwe hope that you'll have better outcomes
Dialogue: 0,0:05:29.64,0:05:33.00,Default,,0000,0000,0000,,and better consequences\Nin those decisions that you make.
Dialogue: 0,0:05:33.40,0:05:36.12,Default,,0000,0000,0000,,Remember that the best decisions can or
Dialogue: 0,0:05:36.16,0:05:39.84,Default,,0000,0000,0000,,can become an outcome\Nof the best quality processes.
Dialogue: 0,0:05:40.08,0:05:43.92,Default,,0000,0000,0000,,And now we're going to turn our attention\Nto sort of continue this logic of design
Dialogue: 0,0:05:43.92,0:05:48.48,Default,,0000,0000,0000,,thinking, but applying it specifically\Nto ways approaches to innovation.
Dialogue: 0,0:05:48.72,0:05:51.60,Default,,0000,0000,0000,,And we're going to apply it\Nto how to design high performing teams.