What's Next for Spindle:

Better Decisions By Design

We define a better decision as:

One that’s made in a timely, reliable and consistent way that is congruent with the values and philosophies of both those making it and those impacted by it. Making a good decision leaves people feeling confident in the choices made because it both seems rational and feels ‘right.’

Collaboration in decision-making can be great - and it can also be awful. We don’t believe collaboration is the answer for all contexts.

Collaboration in decision-making is suited to:

  • Complex and complicated situations: where no one individual can have enough understanding to either grasp the entire problem, or solve it.

  • Large communities required to make a change: where collective ownership of decisions and solutions is what makes the change possible.

  • Stuck systems where ‘best practices’ have failed: where a radical or new way of thinking is therefore required.

Individual decision-making is suited to:

  • Chaotic situations: where collaboration can be a costly burden and isn't necessary. Chaotic situations first require rapid action before more comprehensive sense-making can take place.

  • Simple, predictable environments: where a set of established, proven and/or enforced policies, procedures and rules are in place, such as in a military chain of command.

  • Sensitive or time urgent matters.


Diversity in collaborative decision-making

We believe that a diverse team of people using the right process is capable of making more rational and better decisions that any one individual.  This diversity incorporates both the physical (sex, ethnicity, age, etc.) and cognitive (personality, values, methods of processing information.)


The next phase of Spindle will enable:

  • An ability to understand how your organization makes decisions as a system.

  • Evaluating the overall effectiveness of decision-making in your organization, represented as your Decisiveness Quotient.

  • An ability to determine the situations where collaborative approaches to decision making are helpful - and where they aren’t.

  • Recommendations on how to optimize your organization's decision-making networks to make better and/or faster decisions.

  • Balancing ‘physical’ and ‘cognitive’ diversity to create teams that make better decisions, where collaborative decision-making is required.