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Working across different sectors I notice that from experience I have adapted my decision making style.

Example 1: Directive - working in a new sector, the engineers aren’t aware of the PM processes involved which has led to miscommunication and disorganisation across the project portfolio. For the projects I am managing within the sector, I have adopted a directive style which has involved closer engagement with the technical teams to discuss potential issues and risks and from this, I lead on the conversations to ensure solutions are confirmed and agreed to mitigate the concerns raised and ensure roles and responsibilities are clearly defined.

Example 2: Behavioural

On a project I am managing, the technical team are highly reliable and work independently. Whenever a risk has been flagged, we collaborate and discuss the root cause and all provide an opinion and perspective to resort to an agreed outcome. Decisions make take longer to decide and agree. However, the decision ensures that all stakeholders involved are accounted for and it is the most suitable actionable outcome that will have a minimal impact to those affected.

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My preferred style is behavioural decision making, as to not create a blame culture and instill better future practices whilst keeping team cohesion and harmony - mainly through constructive criticism.

I use this when team members book to wrong project codes - instead of ‘telling them off’, I take the time to explain which code is correct and why, and if they have any difficulties to approach me and we can sort it together.

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Kat

I have used conceptual decision making in technology projects. Most of these projects are innovative so there is no ‘blueprint’ of how they should be achieved. Therefore we need to explore a variety of different solutions to decide on the best approach. These do tend to have strict deadlines, and cost limits though, so I will generally use a combination of directive decision making to keep on track, taking experience from similar projects even if they are not exactly the same, and conceptual decision making for complex, brand new elements

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For a previous project that had significant risk after finding an error in the governance process of a project, I had to use the Directive style to make quick decisions to have the project team follow the tasks in place to ensure there was no further issues to the project. This style helped to solve problems with the project and ensured that there were no further changes to the project and that we were able to deliver within the iron triangle. I also had to use the behavioural style in conjunction with this to take the team and customers views into consideration to maintain engagement from everyone involved.

I think this is my preferred style, a combination of directive but taking the behaviours of my team and customers into account.

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Resonate with Behavioral as a lot of projects within the NHS have to meet the needs of the patient and ensure successful delivery and onboarding to services. For example roll out of a Total Triage system, Project team had to meet patients had to be met with in PPG's (patient participation groups) for each surgery in order to successfully onboard patients and provide a better understanding of what the new system was, why the new system was being implemented and the benefits to them. Feedback received in these sessions were used during the delivery where possible.

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Diane

Two of the styles I used interractively, the Analytical and Conceptual.

The Course Management Team had an onerous job matching visiting assessors with students, various aspects had to match, the post code area of the assessor had to be within a radius of 25 miles of the student. They also had to match on education phase, subject matter as well. With the number of students and the number of VA's this process takes about 3 weeks. I created a spreadsheet that would with a few clicks find the matches available with the distances and the user had to press the button created. I used online post code radius searcher and imported all the details for the assessors and by various formulas and analytical working this reduced the job to a couple of days depending on the size of the cohort.

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In my project I worked on all decisions were made using data that drives metrics. The metrics were shown to the board for decision. This is a combination of analytic and behavioural

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Analytic

Currently managing and delivering projects within a large CI project. Currently in the planning stage, initial approach to prioritise projects was to create a benefits statement, gap analysis assessment, and impact measures for each project that can be used to assess the alignment with business strategy and overall impact on project success each project.

Resulted in data driven decisions that diligently explained the reasoning for the prioritisation to the exec team.

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My style of decision making tends to be analytical as i believe it's important for the rationale behind my decisions to be understood/explained even if the collective may not entirely agree. I believe it's easier for people to accept and co-operate with decisions they may not necessarily agree with if they have some understanding of the logic behind them.

An example of this is on projects where we've had to re-scope due to budget constraints and I've had to justify why the project is unable to accommodate certain costs by analysing the overall financial position of the project and highlighting the importance of identifying which labour and procurement activities should be prioritised due to their impact on project delivery and which activities can be stopped due to their limited impact on delivery