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What happens now? Who else needs to be informed of the decision? How well did the decision-making process go? What could we do better next time?

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Which ones are not suitable or practical? What are the most feasible options? What risks are involved? Which ones have we tried before?

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Are any tools being used? (e.g. fishbone analysis, decision matrices) Is everybody being given the chance to contribute? Can we think creatively about this?

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How will ideas and suggestions be put forward> How will the final decision be made? Who has the final decision-making

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What needs to be decided? Why does it need to be made? What information is needed to be able to contribute to the decision-making process?

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Summarise what decision has been made. Confirm there is agreement either by consensus, by consent or where everyone agrees. Finish up by establishing next steps, timeframes and responsibilities to enable successful implementation of the decision.

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Select a procedure for evaluating generated options such as a ranking system, a pros and cons chart, rating options against criteria, etc. for contentious decisions (e.g. restructuring) consider enlisting a mediator. 

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Provide opportunities for attendees to contribute ideas, suggestions or solutions.  To maximise participation, consider using brain writing or go around each person in turn. Make use of available resources (post-its) or online tools (shared boards) to collate and discuss ideas.

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Ensure attendees understand what will happen in the meeting and allocate roles as needed (recorder, facilitator). Establish how ideas will be gathered and most importantly, how the final decision will be made.

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Ensure all attendees understand what the end of the meeting is. For important decisions, the decision to be made should be clearly set out in an agenda sent before the meeting.