PHASE 3 – DECIDE
Stage 9: Analysis
This is the crunch point. All the data and information gathered will have been distilled into key considerations to solve your problem. Design options will have been fleshed out based on this background. These must be deciphered into key insights informing and guiding the decision-making process. Unless you include stakeholders in the decision they will be less likely to commit to the outcome. That means less resource sharing, joint advocacy and involvement in solving the inevitable implementation challenges. The process can be very formal and structured like Delphi surveys or informal via discussion groups. The method you choose will be dependent on the context and stakeholders. Tools are provided for all eventualities.
Go to Stage 9 Content
Co.Design4All
2 Stages of Decide
The DECIDE Phase has 2 stages and 21 tools
Stage 9
ANALYSIS
Analysis of the outcomes from the co-design process needs to take place. It should consider the priorities of the participants and any warnings issued about the context you all find yourselves in. Ideally this process will involve participants to ensure their voice is reflected in the results.
8
Tools
Stage 10
CO-DECIDE
There is no perfect solution. Following analysis of the co-design workshop, participants will be involved in prioritising options. A co-deciding process will ensure the best course of action is agreed with everyone sympathetic to any constraints. Ultimately, you are aiming for even those whose preferred idea is not chosen to get behind the agreed solution. A coalition ready for action should result.
13
Tools
Gate 3 – REFLECT & PLAN
The reflect and plan component of the framework has been designed to provide a point to review what has been achieved, then based on this review process, plan for the next stage of implementing the toolkit. That may include spending more time ensuring alignment around the decision.
Key questions to ask include:
- Has a clear consensus arisen about the preferred solution? The decision to proceed is clear and shared?
- The outcome has been communicated to the community and well received? The process for reaching the decision was also outlined, alleviating concerns about lack of inclusion.
- Does the governance group remain supportive? Are they championing the solution?
If these statements are true, you can then plan who will be involved in the next phase of co-producing. You might see transition in governance to those in organisations closer to what needs doing. You can also identify the resources and support required as you develop detailed project plans.
Reflect & Plan
DECIDE
Stage 9 – Analysis
Overview
Analysis of the outcomes from the co-design process needs to take place. It should be used to consider the priorities of the participants against the shortlisted options. Ideally, this process will involve participants. That is the most transparent and useful way to ensure their voice is reflected in the results.
Key Activities
Establishing the project team is critical for getting started. This will include the following steps:
- Gather all the material from the design phase. Organise it by the popularity of the ideas. Check their relevance against the solutions that have been suggested and the data and problem outline. There is no point having an elegant solution to the wrong problem!
- As a group, discuss other observations of the session that may be important to consider as you prepare for the next process. Did the solutions address the issues or concerns of all parties, especially those with most at stake like big providers and end consumers? How can they be encouraged to engage with the perspectives of others? How can their needs be made a bigger focal point?
- Consider the constraints within which solutions need to be implemented. It is wise to document the outcomes of this deliberation. Perfect worlds are hard to find. In your write up note the realities which must be faced. This can inform communication of the plan to the wider community which may still have faith in magic pudding economics or be clasping ideals. Your outline should discuss the degree of resource and time involved for each option.
- Examine the key themes that are emerging in the solutions that have been put forward. Is there commonality amongst the solutions?
- Cluster similar ideas together and examine the patterns that are emerging. Does this point to another option or point of leverage? If there are many ideas in the same vein, should you re-constitute some design thinking and see if they can be drawn together or subsumed into something even better? Make sure you note who and how the ideas were morphed. This can encourage critique and invite further creativity. Better still, reconvene another discussion around design options to bring people with you. Making decisions will be harder if the foundations are not solid.
STAGE 9 – ANALYSIS
Options Assessment – PMI
Options Assessment – PMI
Tool Reference # 3D0901
This tool can be used to make a rapid assessment of an idea or concept. It helps examine the positives and negatives of the idea. It also opens discussion about what is unknown but could be inferred to enable broader consideration of impact.
WHAT
This is an activity used to assess various options generated through brainstorming.
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
20 mins
Stage 9 – Options Assessment – PMI
This tool facilitates quick evaluation of an idea’s pros, cons, and unknowns to encourage broader impact discussions.
You need to purchase subscription.
STAGE 9 – ANALYSIS
Developing A Pitch
Developing A Pitch
Tool Reference # 3D0902
This tool helps you craft a story for use in engaging the attention of those who need to be sold on what you are proposing. It takes communication of ideas into succinct and engaging story telling. This makes it easier for people to understand and agree.
WHAT
This is a tool that can help prepare participants to deliver a pitch to others in the workshop or to stakeholders who need to be engaged in the development and delivery of solutions.
WHO
Workshop participants
HOW LONG
10 mins
Stage 9 – Developing A Pitch
This tool is used in the developing of a presentation pitch.
You need to purchase subscription.
STAGE 9 – ANALYSIS
Decision Making Matrix
Decision Making Matrix
Tool Reference # 3D0903
This tool will help to define the factors of success needed in the solution. It enables a rating to be applied against each key idea that has been considered. This enables assessment of options.
WHAT
This is an assessment that can be used to determine the likely success of an idea/solution and potential blockers. Create a matrix listing all the factors to be considered when ideas are implemented eg budget, people’s time, funding for delivery, available skills, etc. Make up the factors based on the context. Each idea is assessed against each factor. A score is awarded which enables the first and most important priorities to be addressed in your project planning. You may need to secure resources, extend grant timeframes, increase people’s hours in the short term, etc.
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
1 hour
Stage 9 – Decision Making Matrix
This is a framework tool that is useful in the sustainable making of decisions throughout the project.
You need to purchase subscription.
STAGE 9 – ANALYSIS
A.V.I.C.T.O.R.Y Scale
A.V.I.C.T.O.R.Y Scale
Tool Reference # 3D0904
This scale helps a group assess the likelihood that a project or intervention will be successful. At the beginning, mid-way and towards the end of the project the group can re-do the test and discuss with each other why they have scored different criteria as they did. The discussion between parties should enrich your project planning and get more of the partners contributing resources or ideas and managing project risks.
WHAT
This is an assessment that can be used to determine the likely success of an idea/solution and potential blockers
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
1 hour
Stage 9 – A.V.I.C.T.O.R.Y Scale
This scale enables groups to assess and discuss project success likelihood at various stages, enhancing planning, collaboration, and risk management.
You need to purchase subscription.
STAGE 9 – ANALYSIS
De Bono Hats
De Bono Hats
Tool Reference # 3D0905
You and the stakeholders can learn how to separate thinking into six clear functions and roles. Each thinking role is identified with a coloured symbolic “thinking hat.” By mentally wearing and switching “hats,” you can easily focus or redirect thoughts, the conversation, or the meeting. You can also allocate a hat to different people and ask them to critique the ideas from that perspective. You can hand out different coloured caps to identify who is playing which role and reinforce that role if you have strong individuals in the group who divert discussions.
WHAT
This tool can be used to avoid group think. It is designed to change an idea by using a diverse thinking process around the idea to flesh it out more fully.
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
1 hour
Stage 9 – De Bono Hats
This is a decision making and evaluation framework to aid in the critical evaluation of options before decisions are made.
STAGE 9 – ANALYSIS
Facilitating A Decision Making Process
Facilitating A Decision Making Process
Tool Reference # 3D0906
This process helps to unpack the elements that contribute to a robust decision-making process. It takes decision making into the realm of human experience. By deliberately addressing both the feeling and data related elements of good decision making the tool enables you to critique ideas on the table to assure outcomes are likely to result.
WHAT
This is a tool that can assist in setting up the right environment for the decision-making process
WHO
Project team and other stakeholders involved in deciding the options to take forward assess what has been tabled. Works best with a sub-group of a wider workshop tasked with prioritising and finalising planning.
HOW LONG
1 hour
Stage 9 – Facilitating A Decision Making Process
This tool is used in the process of decision making to assist with structure.
You need to purchase subscription.
STAGE 9 – ANALYSIS
Model Of Team Effectiveness
Model of team effectiveness
Tool Reference # 3D0907
This tool allows you to look at how the team involved in governing the co-design project or leading the workshops is working. It assesses seven team success factors. Periodic review of the contribution of those leading the co-design can improve the rate of project progression and outcomes produced.
WHAT
This tool can be used to set up a team for the final decision making process, allowing for a more effective environment and process through reflecting on how the group is working together.
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
1 hour
Stage 9 – Model Of Team Effectiveness
This tool is used to assess and understand the effectiveness of the team.
You need to purchase a subscription.
STAGE 9 – ANALYSIS
Mapping A Conflict
Mapping A Conflict
Tool Reference # 3D0908
When big problems affect real people it can be easy to sink into a “blame game”. This tool allows you to map a conflict from the perspective of two key organisations or players.
WHAT
This tool can be used if a conflict arises in the decision making process.
WHO
Project team and other stakeholders involved in deciding the options to take forward
HOW LONG
30 mins
Stage 9 – Mapping A Conflict
The tool is used to unpack and understand a conflict that arises as well as potential mitigations.
You need to purchase subscription.
NEED SOME HELP?
Support & Guidance
People love jumping into solution mode. It makes the anxiety everyone faces as they understand a problem appear to go away. The reality is that when we move too fast from generating options to embracing a given solution we may adopt a half-baked idea. The analysis stage is designed to give you time to prepare the information from previous stages into a format which enables more effective decision making. Through ensuring everything important is brought into the decision making process all stakeholders will feel heard. Through managing conflicts and assessing ideas you will ensure that what needs to be discussed is done with the best intent.
By this time, people may be getting nervous that they will be asked to make change. That can mean ceding work they have always done or losing budgets and control. Steering through these realities can require skill. We can provide independent mentoring, advice and facilitation to enable you to address these challenges before the penultimate decision making is done. By clearing the air, you can assure everyone that logic has prevailed.
CO.DESIGN4ALL
Get in Touch With Us
Please choose the subject of your enquiry from the drop-down selection. We look forward to engaging with you on Co.Design4All.
CASE STUDY
Medical Device Commercialisation
When working with firms involved in medical device commercialisation and sales it became obvious that their requests for support had a variety of themes. Workshops dug into those areas of common interest. Across the board, lots of super smart clinicians and scientists were great at identifying problems and applying technology to them.
However, they all lacked the communication skills to grab attention around why their solutions were important. This reduced export and sales efforts and undermined their ability to access capital. A “pitching for success” program was created to enable the organisations to develop skills in documenting and presenting to various audiences. This was a spin-off from the main industry development work being undertaken.
It would not have occurred had analysis not been a focus. That time spent looking at threads of conversation spearheaded new supports and new business opportunities. For some, it seemed less important than getting more investment into operations; the ultimate problem around which the industry cluster had formed. This perspective had to be delicately handled.
Ultimately, running this solution alongside others which were chosen, addressed multiple issues the sector faced. It also enabled large and small players to benefit in equal measure from the intervention.
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TESTIMONIALS
What our clients have to say
Tracey Silvester
Executive Officer
Engaging, Successful, Credible
I have been witness to Tracey Johnson’s knowledge of the health care system and her exceptional group facilitation skills. She is a master at understanding the complexities in which health services operate; an understanding that is reflected in the quality of the co-design tools and resources that have been developed. Her ability to clearly communicate complex concepts and engage diverse audiences ensures the success and credibility of her work. I am confident that these attributes and Tracey’s commitment to making a difference will make the website a valuable resource for all users.
McGrath ‘Model of Care’ project
Project Participant A
Best Co-design Process
This has been the best co-design process I have even participated in……ACTUAL co-design.
Meredith Cummins
CEO Neuroendocrine Cancer Australia
Wonderful Co-design Workshop
Wonderful to be involved in this co-design workshop to ensure the model of care for all cancers benefits all cancers.
McGrath ‘Model of Care’ project
Project Participant B
Fantastic Co-design Workshop
Fantastic to have been part of the codesign workshop with McGrath Foundation and Natasha Doherty.
Stacey Allerton
Patient Advocate
Compassionate Co-Design
Thank you to Natasha Doherty for a kind and compassionate session co-designing the McGrath Foundation model of nursing care for all cancers!
Cathy Baynie
Practice Consultant & Past President AAPM
Highly Recommend Co.Design4All
I highly recommend this resource as the necessary tool that will support and foster the needs of all stakeholders in the co-design process. Tracey and Nat have an in depth and lived understanding of what is required for a successful outcome. Their skills in working with groups and inspiring others are second to none.
Cathy Baynie, Registered Nurse. Practice Consultant & Past President AAPM (Australian Assoc of Practice Managers) Manager Advocacy and Health Workforce
Michele Smith
WNSWPHN
Excellent Co-Design – Resounding Success
The “Excellent Co-Design” training by Tracey Johnson and Natasha Doherty has been a resounding success. It not only enriched the skill set of the WNSW PHN Primary Care team but also instilled a culture of collaboration and innovation that will propel the PHN’s mission to improve primary health outcomes.
Freddy Ortega
WNSW PHN Primary Care Team
Transformative, Comprehensive Training
The “Excellent Co-Design” training, expertly delivered by Tracey Johnson and Natasha Doherty, has been transformative for the WNSW PHN Primary Care Team. This comprehensive training has equipped the team with vital skills in community engagement, service innovation, and program implementation—key components for addressing complex primary care challenges, especially in rural and remote contexts
Tracey Silvester
Executive Officer ACHSM
Quality Tools & Resources
Tracey Johnson is a master at understanding the complexities in which health services operate, an understanding that is reflected in the quality of the codesign tools and resources that have been developed. I am confident that these attributes and Tracey’s commitment to making a difference will make the Co.Design4All website a valuable resource for all users.
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