PARTICIPANT WORKBOOK
Values Based
Decision Making
Making Good Decisions That Last
Sustainable Management Development Program
Sustainable Management Development Program
Division of Global Public Health Capacity Development
Coordinating Office for Global Health
U.S. Centers for Disease Control and Prevention
http://www.cdc.gov/globalhealth/SMDP/
Version 1
VALUES BASED DECISION MAKING 
Values Based Decision Making
CONTENTS
Introduction
Sustainable Management Development Program ...................................................................iii
Acknowledgements ..................................................................................................................iii
About this Course .................................................................................................................... iv
Target Audience ...................................................................................................................... iv
Learning Objectives................................................................................................................. iv
Schedule .................................................................................................................................. v
Icon Glossary ........................................................................................................................... v
Introduction to Values Based Decision Making
What is Values Based Decision Making?................................................................................. 1
Step 1: Clarify Perspective ...................................................................................................... 3
Step 2: Comprehend Values ................................................................................................... 5
Step 3: Commit to What is Most Important ............................................................................. 7
Step 4: Choose the Option That Fits Best............................................................................... 9
Step 5: Communicate Your Decision Clearly and Honestly .................................................. 11
Conclusion
Summary ................................................................................................................................ 13
What’s Next? .......................................................................................................................... 14
Resources
Books ..................................................................................................................................... 15
CONTENTS | i
 VALUES BASED DECISION MAKING
Appendices
Mapping Stakeholder Values ................................................................................................. 19
Questions for Identifying Values ............................................................................................ 21
Principles of Public Health Ethics ........................................................................................... 23
Dealing with Negative Consequences ................................................................................... 25
Using the Steps in Your Organization .................................................................................... 27
Decision Making Worksheet ................................................................................................... 29
Decision Summary Form ........................................................................................................ 30
Moving Through the Steps ..................................................................................................... 31
Glossary of Terms .................................................................................................................. 33
Course Evaluation Form ........................................................................................................ 35
ii | CONTENTS
VALUES BASED DECISION MAKING 
Introduction
SUSTAINABLE MANAGEMENT DEVELOPMENT PROGRAM
SMDP works with ministries of health, educational institutions,
nongovernmental organizations, and other partners to strengthen
leadership and management skills and systems to improve public health in
low resource countries.
Program Strategy
SMDP strengthens leadership and management skills and systems
through—

Integration with country public health priorities

Strategic partnerships

Technical assistance and training

Policy and systems development

Advocacy and education

Evaluation
For more information, visit http://www.cdc.gov/globalhealth/SMDP/.
ACKNOWLEDGEMENTS
Workbook text, diagrams, and PowerPoint® slides created by Mark D.
Bennett and Joan McIver Gibson.
INTRODUCTION | iii
 VALUES BASED DECISION MAKING
ABOUT THIS COURSE
The goal of this course is to provide you with a variety of tools and
techniques which will help you make good decisions. Good decisions are
based on your most important values. They are decisions that others can
and will implement. Good decisions last.
TARGET AUDIENCE
This course is designed for leaders in public health services. Effective
leaders make good decisions and know how to engage constructively with
others in the decision making process.
This course can also benefit employees and staff who participate in
decision making processes, and those who must implement the decisions
of others.
LEARNING OBJECTIVES
When you complete this course you will be able to:
iv | INTRODUCTION

Describe the steps in the values based decision making process

Conduct dialogue with stakeholders to identify important values for
making a decision

Identify the potential unintended consequences of a decision

Make values based decisions

Identify potential negative consequences of a decision

Communicate decisions using a decision summary form
VALUES BASED DECISION MAKING 
SCHEDULE
Morning (8:30am – 12:00pm)
 Course Introduction

Case Presentation

Applying the Five Steps to Reach a Decision

Reporting the Decision

Conclusion, Next Steps, Evaluation
ICON GLOSSARY
The following icons are used in this workbook:
EXERCISE
TIP: SUPPLEMENTAL INFORMATION TO HELP PERFORM A TASK MORE
EASILY
INTRODUCTION | v
 VALUES BASED DECISION MAKING
vi |
VALUES BASED DECISION MAKING 
Introduction to Values Based Decision
Making
WHAT IS VALUES BASED DECISION MAKING?
When a difficult choice presents itself, people need traction. Traction on
the road to a good decision comes from deliberate, honest, and respectful
talk about what matters. Leaders need to bring the language of values
and ethics alive in every decision making conversation. Tough choices and
good decisions demand nothing less.
This course will provide you with the skills to:

Identify and involve the right stakeholders

Conduct productive dialogue about values

Make a good, values based decision

Identify potential negative consequences of a decision

Communicate your decision in a way that creates support from
those who must implement it, and those whom it affects
Values Based Decision Making is a straightforward
process for making and communicating decisions based
on the most important values. A leader’s integrity and
credibility in the eyes of others come from a values
driven process, and from transparency and honesty in
communication.
When should you use the Values Based Decision Making process?
Consider using this process when your decision will:

Influence the handling of future issues

Have significant impact on stakeholders

Involve the allocation of a significant amount of human, economic,
or other resources

Have high visibility, internally or externally
INTRODUCTION TO VALUES BASED DECISION MAKING | 1
 VALUES BASED DECISION MAKING
The road to a good decision features five steps along the way. Here is a
summary of the five steps you will be practicing during this training.
Five Steps on the Road to a Good Decision
Step
Activities
Question
Desired Outcome
1. Clarify
Perspective
 Stepping
What point-of-view
do I bring to this
decision?
Improved ability to
see clearly and
listen effectively
What is important to
me, the
organization, and
others?
Better
understanding of
the range of
values
What is most
important that
should guide our
decision?
A set of guiding
values to point the
way
What is the best fit
between importance
and action?
Strong connection
between the
guiding values and
the decision
How can I credibly
communicate this to
others?
A decision that
levels with others
about its basis and
the consequences
back
 Framing
2. Comprehend
Values
 Identifying
3. Commit to
what is most
important
 Advocacy
4. Choose the
option that fits
best
 Looking at
 Dialogue
 Weighing
the downside
 Considering
options
5. Communicate
your decision
clearly and
honestly
 Being
transparent
 Telling the
story
2 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
STEP 1: CLARIFY PERSPECTIVE
Introduction
Clarifying requires that you step back and take a look around. It also
offers you an opportunity to adjust your point of view to see more clearly.
While this can be accomplished alone, it can be helpful to hear how
others see differently. When a decision maker appreciates the presence of
differing viewpoints early in the process, this:

Increases the likelihood of meaningful dialogue because
participants understand where others are coming from

Begins to identify biases, prejudgments, and assumptions

Identifies missing perspectives
When appropriate, consult others directly to find out what matters to
them. When this is not possible, do your best to state what they would
say if asked.
EXERCISE 1: Clarify Perspective
1. Record your answers on the Decision Making Worksheet (DMW)
provided by your instructor.
2. By yourself, write down your answer to the following question:
What is my initial reaction on this decision? (A reaction might be
an impression, a solution, an assumption, a sense of the kind of
issue this is, or a strong response of some kind, e.g., a clear
opinion that there is only one thing to do.)
3. By yourself, consider whether you bring a particular perspective or
“point-of-view” to this issue. Describe it briefly. It may be a role
you play, expertise you possess, or a related experience you have
had.
4. As a group, go around the table and share your reaction and points
of view, one at a time. Be brief. Take no more than 1 minute per
person. Listen carefully as others express how they “see” the
situation. Avoid comments, BUT do follow up with a speaker to
clarify if you do not understand. As you listen, note the different
perspectives revealed by these initial reactions.
INTRODUCTION TO VALUES BASED DECISION MAKING | 3
 VALUES BASED DECISION MAKING
Dig Deeper
If you have time, or the issue is important enough that you must make
the time, consider:
Assumptions: What do we assume is true about this decision? Which of
these assumptions should we check out to confirm our understanding?
Other Perspectives: Are we missing perspectives that we need to make
a good decision? If not, who should we involve and how should we
involve them?
Ways to Frame the Decision: How can we most clearly state the
decision we are responsible for making? What does our frame highlight
and what does it leave out?
How to Proceed: How should we approach the decision (i.e. information
gathering, consultation, option development, and deadline)?
4 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
STEP 2: COMPREHEND VALUES
Introduction
Talking with and listening to others can improve the decision maker’s
understanding of what’s at stake. Always adapt what you do to both the
situation and the time available. The simple act of expressing to someone
else what is important and hearing them reflect what they understand
offers a valuable opportunity to learn how another sees the issue. The
range of “what matters” includes organizational and professional values,
personal values, and values of others.
Enter into dialogue with others to develop a comprehensive list of values.
Be persistent in clarifying what others mean when they name a value. Use
ordinary language and speak to what the value means in that situation.
Exercise 2: Comprehend Values
Reminder: Make sure that everyone understands whose decision this
is.
1. Record your answers on the Decision Making Worksheet (DMW).
2. By yourself, write down a list of all the things that matter in this
situation. Go beyond your own point of view and consider what
matters to others (stakeholders) directly or indirectly. Pay particular
attention to those stakeholders who stand to gain or lose.
3. As a group, take turns and give each person the opportunity to
briefly state a value he has identified. Go beyond big words and
concepts such as “Safety” or “Promoting Public Health” or “Justice”
and explain concretely what this value means to you in this
situation. Continue to take turns until everyone has named the
values they identified or until you run out of time. To develop
more clarity, it helps if individuals will summarize the previous
speaker by reflecting what the listener heard them say. If the
speaker needs to clarify, he can do so before the next person takes
a turn.
INTRODUCTION TO VALUES BASED DECISION MAKING | 5
 VALUES BASED DECISION MAKING
Dig Deeper
If you have time, develop a list on a flip chart or whiteboard where
everyone can see the range of values identified. Make sure that the list is
comprehensive by asking a few questions:

“What don’t we understand about what is important?”

“Whom aren’t we thinking about?”

“What are we missing?”
6 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
STEP 3: COMMIT TO WHAT IS MOST IMPORTANT
Introduction
Every decision is based on one or more things that matter. Good decision
makers must be clear about which values are most important to them. We
call these most important values the “guiding stars.” They point the way
toward action.
Offer all participants the opportunity to speak directly to the heart of the
matter, i.e. what is most important. Make sure that you hear what each
person believes to be most important AND the reasons that get them to
that conclusion. Listen respectfully to encourage everyone to be open and
honest, whether you agree or not.
Exercise 3: Commit to What is Most Important
Reminder: Make sure that everyone understands whose decision this is.
1. Record your answers on the Decision Making Worksheet (DMW).
2. By yourself, review the list of values developed by the group (or
from the previous worksheet). Write down three that you believe
are the most important that should determine the choice among
available options. Also write down the reasons for your selections.
Of the three, which do you think is the most important?
3. As a group, take turns. Each person names one important value
and briefly states the reason it is key. If someone is unclear about
the speaker’s value or the reason for its selection, follow up to
clarify, not to challenge. Continue to go around, until everyone has
had the opportunity to advocate for their top values. Write these
top values on a clean sheet of chart paper or whiteboard so
everyone can see them.
4. As a group, let the decision maker summarize what he has heard.
Help him consider key themes.
INTRODUCTION TO VALUES BASED DECISION MAKING | 7
 VALUES BASED DECISION MAKING
Dig Deeper
Consider these questions:

“Where do we seem to be in agreement?”

“Where is there broad support, if not consensus?”

“Where is there disagreement or conflict among participants?”
8 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
STEP 4: CHOOSE THE OPTION THAT FITS BEST
Introduction
Every important decision is based upon something that matters. It is not
possible to choose without this connection to something of value.
However, the connection may not be clear, to the decision maker or to
others. For a decision maker who wants her choice to have integrity, the
essential task is to make a choice that is clearly connected to the most
important values. This connection provides a credible foundation for
communicating the basis for the decision to others.
Find the best fit between available options and the most important values
by testing each option against them. Before settling upon the best course
of action, take a close look at the negative consequences of your choice.
Exercise 4: Choose the Option That Fits Best
1. Record your answers on the Decision Making Worksheet (DMW).
2. As a group, consider the options already identified. If there is time
to search for additional options, do so and add them to the list. It
may be useful to list the options on a chart or white board.
3. As a group, listen to the decision maker explain the values he
thinks should guide his decision, and what he has decided. If there
is time and the decision maker wants feedback from others
present, ask for brief comments now.
4. As a group, look carefully at the option the decision maker has
chosen. Answer the following questions:

“What negative consequences are likely or possible as a
result of this decision?”

“What do I regret about this decision?”

“Are there important values that this decision does not
honor?”
INTRODUCTION TO VALUES BASED DECISION MAKING | 9
 VALUES BASED DECISION MAKING
10 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
STEP 5: COMMUNICATE YOUR DECISION CLEARLY AND
HONESTLY
Introduction
Every decision is based upon something that matters. If a decision maker
wants the choice to be credible, the communication must do two things.
First, it must clearly connect the decision with the most important values.
Second, it must honestly address the realistic negative consequences of
the decision.
Prepare to communicate openly with those who should hear about the
decision, using the Decision Summary Form.
Exercise 5: Communicate Your Decision Clearly and Honestly
Instructions for Decision Makers
1. Meet with the instructor to complete the Decision Summary Form.
2. State the decision in direct, simple language. Be clear who “owns”
the decision. “Every member of the Board voted in favor of
changing the terms of the policy.” Or “As Deputy Health Minister,
it is my decision that…”
3. Identify the values that guided the decision. Use concrete,
everyday language to explain why you picked these top values.
4. Make sure you are candid about the negative consequences of this
decision.

Negative Effects: “I recognize that a likely result of this
my decision will be… However, in my judgment, this does
not outweigh the importance of … because… ”

Values Not Honored: “Loyalty to our employees is
important to us. We could not give it the highest priority at
this time because…”
Instructions for other group members
1. Complete Step 5 of the Decision Making Worksheet.
INTRODUCTION TO VALUES BASED DECISION MAKING | 11
 VALUES BASED DECISION MAKING
Dig Deeper
Consider this question:
Will it help to tell the story of how you reached your conclusion (steps
you took, who was involved, whom you consulted, the level of time
and effort involved…)? “Let me give you a sense of the road we took
to reach our decision.”
12 | INTRODUCTION TO VALUES BASED DECISION MAKING
VALUES BASED DECISION MAKING 
Conclusion
SUMMARY
In this course, you have been introduced to the key steps that effective
leaders and managers follow as they face difficult choices, make good
decisions, and communicate their decisions to the people who need to
know. In doing so, they protect their credibility and reputation for
integrity.
Good decisions require high quality conversation. This may be a
conversation you have with yourself, if you are making the decision in
isolation. More often, the conversation will include people who have
different perspectives. In a short period of time, you must identify what is
important to those with different points of view, what is most important to
you (your guiding stars), and, among the options available, which choice
is the best fit with your top values.
Then, as decision maker, you must carefully consider the negative
consequences of your choice to ensure that the benefits of the decision
outweigh the costs.
Finally, a good decision may fail because of poor communication. Effective
communication makes the decision clear: who made it; the values that
justify it; and the negative consequences. This kind of communication
increases the likelihood that people will support or accept your decision. It
also protects your credibility and reputation for integrity.
CONCLUSION | 13
 VALUES BASED DECISION MAKING
WHAT’S NEXT?
To get more information about improving your skills in values-based
decision making, research these additional training topics:
14 | CONCLUSION

Assertiveness Skills

Managing Diversity

Coaching and Mentoring

Organizational Change

Conflict Resolution

Negotiation Skills

Dealing with Difficult Employees

Organizational Development

Delegating & Decision Making

Performance Appraisals

Employee Motivation

Strategic Planning

Listening Skills
VALUES BASED DECISION MAKING 
Resources
For more information about Values Based Decision Making, consult these
reference materials:
BOOKS

A Field Guide to Good Decisions: Values in Action. Mark D.
Bennett and Joan McIver Gibson. 2005. Praeger.

How Good People Make Tough Choices: Resolving the Dilemmas of
Ethical Living. Rushworth Kidder. William Morrow. 1995.

Solving Tough Problems: An Open Way of Talking, Listening, and
Creating New Realities. Adam Kahane. Berrett-Koehler. 2004.

Crucial Conversations. Kerry Patterson et al. McGraw-Hill. 2002.

Facilitator’s Guide to Participatory Decision Making. Sam Kaner et
al. New Society Publishers. 1996.

The Fifth Discipline Fieldbook. Peter Senge et al. Doubleday. 1994.

The Wisdom of Crowds: Why the Many are Smarter Than the Few
and How Collective Wisdom Shapes Businesses, Economies,
Societies, and Nations. James Surowiecki. Doubleday. 2004.
APPENDICES | 15
 VALUES BASED DECISION MAKING
16 | CONCLUSION
VALUES BASED DECISION MAKING 
Appendices
Mapping Stakeholder Values ................................................................................................. 19
Questions for Identifying Values ............................................................................................ 21
Principles of Public Health Ethics ........................................................................................... 23
Dealing with Negative Consequences ................................................................................... 25
Using the Steps in Your Organization .................................................................................... 27
Decision Making Worksheet ................................................................................................... 29
Decision Summary Form ........................................................................................................ 30
Moving Through the Steps ..................................................................................................... 31
Glossary of Terms .................................................................................................................. 33
Course Evaluation Form ........................................................................................................ 35
APPENDICES | 17
 VALUES BASED DECISION MAKING
18 |
VALUES BASED DECISION MAKING 
MAPPING STAKEHOLDER VALUES
Introduction
Individuals and groups who take an interest in a decision can be thought
of as stakeholders. Stakeholders’ response to the decision can affect the
decision’s sustainability and the decision maker’s credibility. Therefore, it
is prudent to consider their concerns.
When appropriate, consult directly to find out what matters to others.
When this is not possible, make an educated guess as to what they would
say if asked.
Those who must implement this
decision hold the following values:
Makers of this decision hold the
following values:
Others who may review this decision
hold the following values:
The decision under consideration is:
Those who will formally review of
this decision hold the following
values:
Beneficiaries of this decision hold
the following values:
Those who may experience negative
consequences from this decision
hold the following values:
MAPPING STAKEHOLDER VALUES | 19
 VALUES BASED DECISION MAKING
20 |
VALUES BASED DECISION MAKING 
QUESTIONS FOR IDENTIFYING VALUES
Dialogue thrives on questions that encourage openness and depth. The
following list is suggestive, not exhaustive. Questions are the creative acts
of intelligence. If formulated well, they can open doors, generate valuable
information, and lay a firm foundation for thoughtful decision making.
One or more of these questions may help you identify more values as you
move through the first four steps.
Step 1: Clarify Perspective
Step 2: Comprehend Values
What is significant about this issue for you?
What is important here that we need to look
at?
What is at risk in this issue?
What worries you about this issue?
What would you like to see come out of this?
Why?
What do you hope for?
Why is this important to you?
What do you think our duties and obligations
are in this situation?
Who should we be concerned about as we
make this decision? Why?
What seems to be important to them?
Step 3: Commit to What Matters Most
Step 4: Choose the Option That Fits Best
What is most meaningful to you in the
comments and ideas we have heard up to
now?
What do you think the effects/consequences
(intended and unintended) of our decision will
be for others?
What matters most to you in this situation?
Why?
Why do you think this is a good decision?
What do you think lies at the heart of the
matter?
If your teenager asked why you made this
decision, what would you say to her?
How would you explain the basis for the
decision if the daily newspaper ran a front
page story on this issue, examining the
decision you propose to make?
If ___________ (a person you respect for her
wisdom and integrity) were here and asked
for her perspective, what would she say to
us?
When we look back on this decision one year
from now, how will we know we did the
right/best thing?
QUESTIONS FOR IDENTIFYING VALUES | 21
 VALUES BASED DECISION MAKING
22 |
VALUES BASED DECISION MAKING 
PRINCIPLES OF PUBLIC HEALTH ETHICS
As you develop your list of values for consideration, there will
undoubtedly be important public health values, principles, and concepts to
consider. Use the following sampler as appropriate.
World Health Organization Definition of Health:
Health is the state of complete physical, mental, and social well-being.
Principles of the Ethical Practice of Public Health1
1
1.
Public health should address principally the fundamental causes
of disease and requirements for health, aiming to prevent
adverse health outcomes.
2.
Public health should achieve community health in a way that
respects the rights of individuals in the community.
3.
Public health policies, programs, and priorities should be
developed and evaluated through processes that ensure an
opportunity for input from community members.
4.
Public health should advocate for, or work for the empowerment
of, disenfranchised community members, ensuring that the basic
resources and conditions necessary for health are accessible to
all people in the community.
5.
Public health should seek the information needed to implement
effective policies and programs that protect and promote
health.
6.
Public health institutions should provide communities with the
information they have that is needed for decisions on policies or
programs and should obtain the communities’ consent for
their implementation.
7.
Public health institutions should act in a timely manner on the
information they have within the resources and the mandate
given to them by the public.
8.
Public health programs and policies should incorporate a variety
of approaches that anticipate and respect diverse values,
beliefs, and cultures in the community.
2002 Public Health Leadership Society, Version 2.2 (bold type added to highlight values).
PRINCIPLES OF PUBLIC HEALTH ETHICS | 23
 VALUES BASED DECISION MAKING
9.
Public health programs and policies should be implemented in a
manner that most enhances the physical and social
environment.
10. Public health institutions should protect the confidentiality of
information that can bring harm to an individual or
community if made public. Exceptions must be justified on the
basis of the high likelihood of significant harm to the individual or
others.
11. Public health institutions should ensure the professional
competence of their employees.
12. Public health institutions and their employees should engage in
collaborations and affiliations in ways that build the public's
trust and the institution's effectiveness.
Principles of Public Health Ethics2
1. Protect the public from harm
2
2.
Provide care
3.
Maintain transparency
4.
Act with equity
5.
Act with proportionality
6.
Respect individual liberty and privacy
7.
Act with reciprocity
8.
Protect against stigmatization
University of Toronto Joint Centre for Bioethics.
24 | PRINCIPLES OF PUBLIC HEALTH ETHICS
VALUES BASED DECISION MAKING 
DEALING WITH NEGATIVE CONSEQUENCES
Introduction
Often, decision makers try to reduce or eliminate the negative
consequences of a decision in ways that are ineffective. When the effort is
half-hearted or insincere, the decision maker’s credibility is at risk.
Identify and commit to credible, concrete action to address the burden of
the decision on others.
Steps to Take
Be specific. Don’t commit to more than you can do. Under-promise and
over-deliver!
“What will be done?”
“Who will do it?”
“When will it happen?”
“How will you communicate with others about the follow-up?”
“What is your commitment about this action?”
Make sure you DO NOT …

Make general statements of what you intend to do

Communicate empathy without real commitment and action

Attempt to minimize the burden that others may experience
USING THE STEPS IN YOUR ORGANIZATION | 25
 VALUES BASED DECISION MAKING
26 | USING THE STEPS IN YOUR ORGANIZATION
VALUES BASED DECISION MAKING 
USING THE STEPS IN YOUR ORGANIZATION
Tips for knowing when, and how, to use the process.
When to Use This Approach
Ground Work

Importance: Could the decision influence
the handling of future issues?

Do we have enough information to
proceed?

Impact: Could the decision have a
significant impact on stakeholders?

Who should participate in this process
and who will lead?

Resources: Does the decision involve the
allocation of a significant amount of
human, economic, or other resources?

How will the decision be made and who
will make it (consensus, majority vote,
individual)?

Profile: Will the decision have high
visibility, internally or externally?

What is the role of this group?

How much time do we require?
Step 1: CLARIFY PERSPECTIVE
What point of view do I bring to this decision?
Outcome: Awareness and clarity about differing perspectives.
Make sure everyone gets involved and responds briefly to the basic questions. If there
is time, follow up with another round and ask, What assumptions, if any, are we
making about this situation and our decision? Then, keep these different perspectives in
mind when people discuss what matters to them so the dialogue can deepen.
Step 2: COMPREHEND VALUES
What is important to the organization, to me, and to those affected by this decision?
Outcome: List of values to consider.
Take time to hear briefly from everyone and build a comprehensive list of what is
important to stakeholders. Define big values words, saying what they mean to you in
this situation. What I mean by public safety in this situation is… Take time to reflect
back what you hear, to make sure you understand and to confirm key points.
USING THE STEPS IN YOUR ORGANIZATION | 27
 VALUES BASED DECISION MAKING
Step 3: COMMIT TO WHAT MATTERS MOST
What are the most important values that should guide the decision?
Outcome: A short list of key values.
Ask each person to advocate for the most important values that should guide the
decision. Make sure everyone gives the reasoning for the values they advocate. Allow
time to discuss and understand key values so everyone has a chance to influence
others and be heard.
Step 4: CHOOSE WHICH OPTION FITS BEST
Which option is the best fit with the top values?
Outcome: Coherent alignment between values and action.
Develop a set of options to consider and determine which one aligns most closely with
the top values. Make sure you consider the negative consequences of your choice
BEFORE finalizing the decision. Who will be affected? Which important values do not
receive priority?
Step 5: COMMUNICATE YOUR DECISION CLEARLY AND HONESTLY
How will we communicate our decision?
Outcome: A credible decision that merits support.
Use the Decision Summary Form to prepare a clear, honest account of the decision.
Address the negative consequences and acknowledge any issues you struggled with in
making the decision.
28 | USING THE STEPS IN YOUR ORGANIZATION
VALUES BASED DECISION MAKING 
DECISION MAKING WORKSHEET
Use this worksheet to track key information as you progress through the
decision-making steps and to help you prepare your final communication.
Step 1: Clarify Perspective
My first reaction
How I see my role(s)
My related
experiences
Others’ reactions
Step 2: Comprehend Values
Stakeholders’ values
Professional and
organization values
My personal values
Others’ values
Step 3: Commit to What Matters Most
My most important
values
Others most
important values
Step 4: Choose Which Option Fits Best
Available options
Option that fits best
with my most
important values
Step 5: Communicate Transparently to Others
Explaining the values
that guided my
decision
Being open & honest
about the downside
of the decision
DECISION MAKING WORKSHEET| 29
 VALUES BASED DECISION MAKING
DECISION SUMMARY FORM
What is the decision?
State the decision or recommendation in direct, simple language.
 Provide background information to ensure understanding.

Be clear and honest.
Whose decision is this?
Be clear about who “owns” the decision or recommendation.
 Who made the decision?

Was the decision solely yours, or did others participate? If so, who
was in the group and is their support unanimous?
Why was this decision made?
Describe the value(s) that guided the decision or recommendation.
 Make sure that the most important organizational, professional, and
personal values are stated in ordinary language. Be clear about why
you picked these top values.
What don’t you like about this decision?
Address the negative consequences of the decision or recommendation.
 What did you struggle with in reaching a decision?

What tradeoffs, if any, did you make?

Who will bear the burden of this decision or be negatively affected?

What values were not given priority in the decision? Why?
30 | MOVING THROUGH THE STEPS
VALUES BASED DECISION MAKING 
MOVING THROUGH THE STEPS
Tips for Facilitating a Values Based Decision Making Process
1. Clarify Perspective
Transition Language to Move
On
Now that we understand
some of the points of view we
bring to this decision, let’s
take some time to identify
what seems important to
each of us.
Indicators of Readiness to
Move On
 Participants already
beginning to name values
 Impatience by key
members of group (you can
always come back to
framing)
Indicators of Need to Slow
Down/Back Up
 Heated statements that
indicate strong judgment
about others’ points of view
 Inability to listen and
understand what others are
saying
2. Comprehend Values
We have a list of what’s
important. Now let’s take a
look at the list and get a
sense of which values are
most important.
 A list of important values
on the flip chart
 Affirmative response by
group members to the
question: “Are these clear
as stated?”
 Inability to speak to the
concerns of important
stakeholders
 Inability to listen and
understand what others are
saying
 Missing essential
information
3. Commit to What is Most Important
Let’s take this shorter list of
key values and begin to look
at the options we have in
light of the most important
values.
 A shorter weighted list of
the most important values
from the larger list of all
important values on the flip
chart
 Each person has been
offered the opportunity to
express (through
advocacy, ‘voting,’ or other
method) her sense of
relative importance
 Inability to speak to the
concerns of important
stakeholders
 Inability to listen and
understand what others are
saying
 Comments by participants
that indicate a lack of clear
understanding of the
values list
 Missing essential
information
MOVING THROUGH THE STEPS| 31
 VALUES BASED DECISION MAKING
4. Choose the Option That Fits Best
Transition Language to Move
On
Indicators of Readiness to
Move On
We have a decision, so let’s
clarify how we will report this
decision to those who need
to hear about it.
 A clear choice about how
to proceed based on the
options available and the
key values
 Affirmative response by
group members to the
question: “Is this what we
agree to do?”
Indicators of Need to Slow
Down/Back Up
 Lack of knowledge about
the range of options that
are available
 Inability to speak to the
concerns of important
stakeholders and impacts
upon them from particular
options
 Inability to listen and
understand what others are
saying
 Missing essential
information
5. Communicate Your Decision Clearly and Honestly
None.
 A completed decision
summary form
 Agreement on how the
report will be made (by
whom, when, where)
 If consensus is necessary
or desirable, lack of
support for the decision
summary content
 Lack of knowledge about
stakeholder impacts
32 | MOVING THROUGH THE STEPS
VALUES BASED DECISION MAKING 
GLOSSARY OF TERMS
CHOICE
A selection of an option or course of action among
alternatives because of preference or affinity
CONSENSUS
General agreement or broad support within a group
for a decision or course of action
DECISION
The act of making up one’s mind, determining what to
do
DOWNSIDE
ETHICAL
FRAME
PERSPECTIVE
STAKEHOLDER
VALUE
The undesirable dimension of a decision including the
negative effects and the values that are important but
are outweighed by other values in this instance
Behavior in accord with principles and high standards
including honesty and integrity. An important aspect
of being ethical is providing good and sufficient
reasons for decisions that affect others.
The filtering perception mechanism of the human
mind that we use to see and make sense of the world
around us
The point of view and what we see from our point of
view. Three important aspects of perspective are the
role(s) we play in the situation, our related life
experiences (including cultural background), and
training and education.
An individual, group, or organization that takes an
interest in a decision because they believe it affects
them
The standards and principles that matter to
individuals, social groups, and organizations and form
the basis for opinions, preferences, and choices.
GLOSSARY OF TERMS | 33
 VALUES BASED DECISION MAKING
34 |
VALUES BASED DECISION MAKING 
COURSE EVALUATION FORM
Values Based Decision Making
Evaluation
Please help us improve the workshop by responding candidly to the following statements:
Scale Definition: 1 – Strongly Disagree 2 – Disagree 3 – Neither Agree nor Disagree 4 – Agree 5 – Strongly Agree
Course objectives were well communicated
1 2 3 4 5
The training was built to match the way I need to do my job
1 2 3 4 5
Adequate time was allotted for explanations/practice
1 2 3 4 5
The training materials were well written
1 2 3 4 5
Job aids are available to support what I learned
1 2 3 4 5
I know where to get assistance when I return to my job
1 2 3 4 5
Overall the class was satisfactory
1 2 3 4 5
What did you like most about the class?
How can we improve the class?
Do you have any additional questions regarding this topic?
If you wish us to contact you, please provide the following information:
Name
Email
Telephone Number
COURSE EVALUATION FORM | 35