Handbook of Decision Analysis

CHAPTER THIRTEEN

Communicating with Decision Makers and Stakeholders

GREGORY S. PARNELL and TERRY A. BRESNICK

I know that you believe you understand what you think I said, but I am not sure you realize that what you heard is not what I meant.

—Author Unknown

The most important thing in communication is to hear what isn’t being said.

—Peter Drucker

13.1 Introduction

13.2 Determining Communication Objectives

13.3 Communicating with Senior Leaders

13.4 Communicating Decision Analysis Results

13.4.1 Tell the Decision Maker the Key Insights and Not the Details

13.4.2 Communicating Quantitative Information

13.4.3 Determining and Telling the Story

13.4.4 Best Practices for Presenting Decision Analysis Results

13.4.5 Best Practices for Written Decision Analysis Results

13.5 Communicating Insights in the Illustrative Examples

13.5.1 Roughneck North America Strategy (by Eric R. Johnson)

13.5.2 Geneptin (by Sean Xinghua Hu)

13.5.3 Data Center Location (by Gregory S. Parnell)

13.6 Summary

Key Terms

References

13.1 Introduction

Decision analysis is a social-technical process. The art of communication is one of the most important soft skills of the decision analyst. Our opening quotes emphasize the three basic components of communications: the sender, the message, and the receiver. It is critical to understand that the best communication involves sending, receiving, and providing feedback to the sender that verifies the message is received. Figure 13.1 shows this basic communication diagram. ...