Group Decision Triggers

Every Group Design starts with a signal.

But not every signal becomes a Group Design. Some that should, do. Others that should, don’t.

Hover any step to read it and trace its paths. Click to pin.

How it arrives

Every signal is one of three things

You have three choices

Who carries the response

FAQ

Frequently asked questions

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What are examples of 'periodic' predictable situations that require Group Design?

Even small organizations use over sixty strategies nested below the business strategy and strategies are meant to be reviewed, revised, or refreshed on a periodic basis.

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What are examples of episodic situations?

These events either have uncertainty about them or appear out of the blue. In the project status meeting, it is revealed, expected or not, that progress is weak and the chance of hitting the original goals are low. Or a casual conversation between two professionals surfaces a mutual desire to advance a key capability.

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Why would a leader choose to ignore or monitor a situation they believe needs a response?

It can be due to workload constraints- the effort is expected to be too much.

Often it because they cannot see a safe way to do so, to ensure a positive outcome.

Our work includes addressing these and other barriers to responding. Problems left unresolved for 5, 10, 20 years are now being solutioned in one to two months.

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What does it mean to ignore a trigger?

Ignoring a trigger means no response is designed. Sometimes appropriate — but ignoring difficult triggers because Group Design feels too hard is a cost-of-inaction decision leaders often don’t recognize as one.

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What is the difference between monitoring and responding to a trigger?

Monitoring keeps a signal visible without committing to action. Responding means designing goals and actions to address it. The decision to respond — and how — is itself a group decision design.

Group Decision Triggers

Where the future begins.

Our largest customer just put the contract out to tender.

The merger closed Friday — now we have to integrate two companies.

A competitor just launched a product that undercuts ours.

The board wants a growth plan by the next meeting.

Two divisions are quietly building the same thing.

The regulator changed the rules — we have 90 days.

Margins have slipped three quarters running.

A new technology could reshape our whole model.

A key executive resigned this morning.

Onboarding takes twice as long as it should.

A supplier failed overnight and the line is down.

Annual planning starts and last year's plan no longer fits.

Every Group Design starts with a signal.

Predictable

Unexpected

A signal arrives

Problems

Improvements

Opportunities

Move on

Watch and observe

Design the response

I Respond

We Design

SchellingPoint specializes here

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Company

Group Decision Triggers

Where the future begins.

Our largest customer just put the contract out to tender.

The merger closed Friday — now we have to integrate two companies.

A competitor just launched a product that undercuts ours.

The board wants a growth plan by the next meeting.

Two divisions are quietly building the same thing.

The regulator changed the rules — we have 90 days.

Margins have slipped three quarters running.

A new technology could reshape our whole model.

A key executive resigned this morning.

Onboarding takes twice as long as it should.

A supplier failed overnight and the line is down.

Annual planning starts and last year's plan no longer fits.

Every Group Design starts with a signal.

Predictable

Unexpected

A signal arrives

Problems

Improvements

Opportunities

Move on

Watch and observe

Design the response

I Respond

We Design

SchellingPoint specializes here

Related Content

Group Design Types

Current Approaches

Traditional GDM

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