Knowledge-Based
Decision Making
Knowledge-Based
Decision Making
• Method for making decisions of strategic
importance
• Data are collected
• Data are organized into information
• Information is analyzed, then transformed
into knowledge
• Knowledge becomes the basis for decision
making
Knowledge-Based
Decision Making
Decisions made in this way shift the focus
away from personal opinion and power
(political decision making) toward good
data and collective wisdom (rational
decision making).
Decisions are no longer based on “We think,”
“We believe,” “We feel,” but rather, “We
know.”
Observations About
Knowledge
• Leaders must have:
– Sufficient access to relevant
knowledge to execute their oversight
role;
– Sufficient understanding of the
implications of that information for
the future of the organizations they
govern;
– Sufficient will to use the information
in a responsible manner.
Knowledge-Based
Decisions
Consider:
• Sensitivity to stakeholders’ views
• Foresight about the profession
• Insight into capacity and strategic
position
• Ethics
Key Question #1:
Knowledge-Based
Decision Making
What do we know about our
members/prospective
members/customers’ needs,
wants, and preferences, that is
relevant to this decision?
(What do we wish we knew but
we don’t?)
Key Question #2:
Knowledge-Based
Decision Making
What do we know about the
current realities and evolving
dynamics of our members
marketplace/industry/
profession that is relevant to
this decision?
Key Question #3:
Knowledge-Based
Decision Making
What do we know about the
“capacity” and “strategic
position” of our organization
that is relevant to this
decision? (What do we wish we
knew but don’t?)
Key Question #4:
Knowledge-Based
Decision Making
What are the ethical
implications of our
choices?
Knowledge-Based
Decision Making: Key
Points
• Leaders spend their valuable and
limited time together using information,
not collecting it.
• Leadership focuses on the outcomes
desired rather than on the activity
required.
• The focus is on what needs to happen
next, not on what has already been
done.
• Organization leaders define and
delegate rather than react and
ratify.
Benefits to KnowledgeBased Decision Making
• Decisions are based on gathered
data, information, and insight of
the Board.
• Issues are related to strategic plan
of the organization.
• Input from AMSN’s stakeholders
are considered.
• The Board focuses on the strategic
agenda of the organization.
Reference
• Materials from Tecker Consultants,
Trenton, NJ, as presented at
American Society of Association
Executives Symposium for Chief
Elected Officers and Chief Executive
Officers