Decision making model - Grenfell Tower Inquiry... · The Decision Making Model 1.3 The cyclical nature of the model means that it is particularly suitable for dynamic environments

PI_D2_GTIRT17-01031_SECTION_4.1_SPPT_DOC_xi

Decision making model

New policy number: 341

Old instruction number: OPS:A040:a3

Issue date: 20 January 2004

Reviewed as current: 27 November 2014

Owner: Head of Incident Command Policy and Operations Review Team

Responsible work team: Incident Command Policy and Operations Review Team

Contents

Key point summary 2

1 Introduction 3

2 The decision making model 4

3 Information gathering 5

4 Information about the task or event 5

5 Information about available resources 6

6 Information about risk and benefit 7

7 Information on progress 8

8 Objectives 8

9 The plan 9

10 Communicating 10

11 Controlling 11

12 Evaluating 12

13 Information on progress 13

14 Outcome 14

15 Bibliography and further reading 14

Document history 15

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Key point summary

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Informationbout Risk and

Benefit

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1 Introduction

1.1 This policy introduces the Decision Making Model (DMM) as a tool for Dynamic Risk Assessment(DRA). The model provides aframeworkfor decision makingfor any task or event. As discussedin Policy Number 342 - Dynamic Risk Assessment everyindividual requiresthe skills to apply itsprinciples in order to control the risks associated with an activity. The Decision Making Model istherefore applicable to all personnel at all levels.

1.2 This guidance discusses the various stages of the Decision Making Mod el and explains how theprocess achieves DRA.

Information aboutthe Task or Event

Information aboutResources

Informationabout Risk and

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Informationn progres

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The Decision Making Model

1.3 The cyclical nature of the model means that it is particularly suitable for dynamic environments.The model is a simple flow d iagram which guides users through the decision making process inan organised way. This process reduces the potential for information to be missed and requiresobjectives to be set and implemented. A key element in this process is the consideration ofsafety and the development of safe systems of work.

Application of the DMM for personal development

1.4 The DMM clearly identifies best practice for all personnel in the development of their decisionmaking skills. Formalising a best practice approach to decision making provides consistentfeedback to individuals on their performance. Some of the benefits of this are listed below:

To the individual:

• Encourages individuals to use their initiative and take personal responsibility.• Facilitates consistent assessment of management s kills.• Brings together and reinforces training and actual experience.• Provides astructure for d eveloping and control lingsafe systems of work.

To the Brigade:

• Identifies areas for further in-depth analysis and review.• Supports the training of officers in the management process.

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• Improves the knowledge and skills of any personnel who may undertake the role of managerat any level.

1.5 Use of the DMM will confirm best practice and identify training needs when applied to a dynamicsituation. The feedback process will also identify when policy, procedures or equipment need tobe introduced or improved.

1.6 The following are examples of when the decision making model could benefit personnel otherthan those attending operational incidents. The list is not exhaustive:

• Accidents, accident investigation and post accident action.• Performance or conduct issues.• Compliments or corn plaints procedures.• Welfare issues.

2 The decision making model

2.1 The DMM is formed around two main activities, Decid ing and Acting. Each stage identified in themodel falls into one of these activities.

Deciding

• Gathering and thinking about all available information• Identifying appropriate objectives.• Defining a plan.• Consideringthe results of evaluations.

Acting

• communicatingthe objectives and plan to all those at the incident.• Controllingthe activity.• Evaluatingthe outcome of the plan.

2.2 The functions within the two main activities of the Decision Making Model are explained asfollows.

Gathering and thinking


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Benefit

ACTING

COMMUNICATING

CONTROLLING

OUTCOMI>

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Gathering and thinking

2.3 It is often not possible to gather all of the information about a task or event before it is necessaryto take action.

2.4 In seekingto achieve safe systems of work it is vital that sufficient information is gathered uponwhich a reasoned decision can be made.

2.5 In order to achieve safe systems of work, a key factor will be the nature of the task or event andthe time pressures that are associated with it.

3 Information gathering

3.1 Duringthe initial stages of any decision making process it is necessaryto gather relevantinformation. There are four sources of information that should be considered:

• Information on the task/event.• Information on resources.• Information on risks and benefits.• Information on progress.

3.2 This links with Step 1 of the Dynamic Risk Assessment: Evaluation of the situation, task andpersons at risk.

4 Information about the task or event




Benefit

Informationn progres

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Information about the task or event

ACTING

COMMUNICATING

CONTROLUNG

4.1 The first stage in the process involves gathering relevant information, whilst makingthe best useof the time available. It must be recognised that information gathering is the key to effectivedecision making.

4.2 The following are some examples of information about the task/eventthat the person or personsfollowing the process should be considering.

• What is the environment?• What is happening?

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• Is the situation static or developing?• What was it that led up to the event?• Who is involved?• Are there any immediate risksto anyone?

4.3 This list is not exhaustive and other information available may prove vital to the decision makingprocess.

5 Information about available resources




Benefit

Informationn progre

Information about resources

EVALUATING

COMMUNICATING

CONTROLLING

5.1 What is available to assist in the resolution of the task or event?This may include:

• People.• Equipment.• Agreed policies and procedures.• Information sources.• Other agencies and knowledge or training.

The list may be extensive depending on the corn plexity of the situation.

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6 Information about risk and benefit




Benefit

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Information about the risks and benefits

ACTING

COMMUNICATING

CONTROLLING

In order to make a balanced decision it is essential that the potential risks are considered againstperceived benefits.

In considering risk and benefit the broadest approach should be taken since they may apply topeople, property, the environment or a combination of all of these and/or many others.

The decision maker should consider:

• Who and/or what is the event likely to present a risk to?• What are the potential benefits from a particular course of action?

6.1 This will only become apparent when the process is applied to a specific task/event.

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7 Information on progress




Benefit

ACTING

COMMUNICATING

CONTROLLING

Information on progress

7.1 As part of the process the decision maker will be presented with additional information as thesituation develops. This information should be kept current from the very earliest stages.

7.2 At an early stage this information may be minimal, but as the event progresses the informationwill develop into a valuable source, shaping or changing the objectives and the overall plan.

7.3 As part of the cyclical nature of the Decision Making model, Gathering Information on Progress isconsidered in more detail later in this policy.

8 Objectives



zInformation

about Risk andBenefit

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GATHERING ANDTHINKING

ACTING

COMMUNICATING

CONTROLLING

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Objectives

8.1 Once all the available information has been gathered and considered the decision makerwill beable to identify and set a number of objectives that need to be achieved.

8.2 Clear and defined objectives give direction to resolve the task/event in a satisfactory mannerthereby achieving the principal aim of the Authority. 'Making London a Safer City'

8.3 In settingdetailed objectives the primary concern is the reduction of risk to people. Objectivesthat provide resolution to a static situation but expose members of the public or brigade tounnecessary riskwould nottherefore be acceptable.

8.4 The objectives and the plan subsequently developed to implement them should provideoutcomes that are achievable with an acceptable level of risk for the situation

8.5 It is therefore when settingthe objectives thatthe link is made with Step 2 of the Dynamic RiskAssessment: Select safe systems of work.

9 The plan




Benefit

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ACTING

COMMUNICATING

CONTROLLING

Planning

9.1 This stage in the process requires that prioritised objectives be developed into plans that areachievable and take into account the need to reduce any risks to acceptable levels.

9.2 When developing effective plans, the achieving of set objectives is unlikely to be considered inisolation. There may be a number of conflicting priorities such as:

• Safety issues.• Availability of resources.• Involvement of other agencies and their objectives.

9.3 All of these conflicting priorities need to be considered and accounted for in the plan. It is likelythat the plan will set a number of primary objectives that, once achieved, can be built upon toachieve the final objectives.

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9.4 The planning stage should result in the development of actions designed to deliver the requiredoutcomes with an acceptable level of risk to those involved. These are defined as Safe Systemsof Work.

9.5 Once the plan is developed the decision maker will need to make sure that sufficient resourcesare put into place to deliver it. This may relate to an individual obtaining a particular piece ofequipment or the request by a decis ion maker for additional resources to deal with a developingsituation.

9.6 Once the Plan has been formulated, the decision maker can move onto Step 3 of the DynamicRisk Assessment: Assess chosen systems of work

• In a dynamic situation it is likely that plans will have to be modified as the situation develops.

10 Communicating




Benefit

DECIDING


CONTROLLING

Communicating

10.1 An essential element in the implementation of the plan is the need to ensure effectivecommunication from and to the decision maker.

10.2 This is particularly relevant in dynamic situations where changes that are occurring may not bereadily apparent to all those involved. Within this section of the model, key aspects exist that areessential to effective communication. These are:

• The relevance of the information.• The accuracy of the information.• The timeliness of the information.• Selection of the medium to be used.

10.3 Effective communication will enable those involved to carry out their role in the plan and makesure that they are kept up to date with developments and progress. Communication must be twoway to keep all parties updated on progress.

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10.4 Maintaining relevance: The information should be relevantto the recipient, as there may belittle or no benefitfrom pass ing on all details of the event. Effectiveness of communication isoften improved by only including details that affect the recipient, so keeping the information clearand concise. However, care should be taken not to exclude information that may indirectly affectindividual efforts or safety, such as the work of others around them.

10.5 Accuracy: The information should be accurate to avoid confusion and misinterpretation when itis passed to the recipient. Good communication will leave the recipient in no doubt of what isexpected.

10.6 Timely information: The information passed should be current. Information that is out dated or

whose validity has expired should not be passed on.

10.7 Choice of medium: When passing information it is important that a medium is used which issuitable to the situation. Examples of possible media include:

• Verbal communication, whether it be face to face or by radio.• Visual communications, such as hand signals.• Written communication.

10.8 The most appropriate medium will depend on the individual situation and the nature of theinformation to be passed. It would be inappropriate, for exam ple, to rely on verbalcommunication in a noisy environment to pass a complex chemical name when a written notewould avoid misinterpretation. The use of established communication routes and methods willassist in ensuringthe effective flow of information to all those involved.

10.9 Confirmation: It is important to confirm that the communication has been received and

understood. Often the easiest way to make sure that the recipient has accurately understoodwhat is expected of them is to have them repeat it back.

11 Controlling




Benefit

DECIDING


COMMUNICATING

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Controlling

11.1 Having communicated the plan to those involved it is necessary to make sure that resources areallocated appropriately, that the actions taken comply with the plan and safe systems of work areput into place. Responsibility for certain areas may be delegated to make sure control ismaintained over the whole event and to enable individuals to carry out tasks effectively.

11.2 The degree to which the responsibility is delegated will depend on the complexity of the eventand vary as it progresses Delegation should aim at increasing rather than red ucingthe level ofcontrol the decision maker has over the event.

11.3 If the risks are not proportionate to the benefits of taking the action, additional control measuresshould be introduced. Here the link is made to Step 4 of the Dynamic Risk Assessment:Introduce additional control measures

12 Evaluating




Benefit

Evaluating

DECIDING


COMMUNICATING

CONTROLLING

Seek/give progress and situation reports

12.1 Duringthe task/event the decision maker will receive information from avariety of sources. Thiswill range from progress and situation reports to information gathered from the decision maker'sown observations. All of this information can be used to ass istthe decision maker in evaluatingthe plan.

12.2 These reports should be provided regularly and it is the responsibility of all persons to pass thesereports to the next level in the decision making chain.

12.3 It is the responsibility of the decision maker to make sure that all persons in the decision makingchain are kept regularly informed of subsequent changes to the plan, the developing situationand progress being made. This process may relate to individuals carrying outtasks and providingfeedback, or team leaders ens uringthat team members are properly briefed.

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12.4 At this stage it is also necessary to evaluate the systems of work and the effectiveness of anycontrol measures. If the risk is still not proportionate to the benefits, then work should notproceed. This links with Step 5 of the Dynamic Risk Assessment: Reassess systems of work andadditional control measures.

13 Information on progress




Benefit

ACTING

COMMUNICATING

CONTROLLING

Information on progress

13.1 As discussed earlier, Information on progress will become of greater importance as the actingelements of the model are put in place.

13.2 It is at this stage that the Decision Making Model completes the loop and the first three elementsalong with the information on progress should be revisited.

Comparing progress made to that expected

13.3 Expected progress - Havingformulated the plan and allocated the required resources withthe

relevant levels of control, the decision maker will have decid ed the timeframe within whichobjectives and events should be achieved. This is the expected progress to be made

13.4 Actual progress - By receiving regular updates in the form of progress or situation reports thedecision maker will be able to determine the actual progress being made.

13.5 Comparison - The decision maker will need to make a comparison between the expected

progress and information on progress actually achieved. This will allow the decision maker todetermine whether the plan is effective or requires amendment.

13.6 The results of the comparison between expectation and reality can then be used to supplementother information about the task/event in the 'Gathering and Thinking' part of the model. Thisadditional information should then be considered and used by the decision makerto re-evaluatetheir objectives and plan.

13.7 The evaluation phase completes the information-gathering loop and ensures that the control ofthe task/event remains dynamic.

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13.8 Whenever new information becomes available it is fed into the process and enables decisionmakers to make sure thatthe act of directing and controlling personnel and resources within aneffective plan is based on all the available information.

14 Outcome




Benefit

Outcome

14.1 The outcome will be achieved successfully when the objectives are met with minimal exposure torisk.

14.2 On each occasion that new information, from any source, is introduced into the event thedecision maker will evaluate the objectives, plan and control structure in light of this information,through use of the Decision Making Model, to ensure safe systems of work are maintained andresources are being used to best effect.

14.3 Finally, it must be stressed that the use of the Decision Making Model should be continuousthrough out an event. In the early dynam ic stages it may be used many times and as the eventbecomes more controlled and less dynam ic the model may be used less frequently.

15 Bibliography and further reading

15.1 This policy should be read together with the following documents:

• Policy Number 342 - Dynamic Risk Assessment.

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Document history

Assessments

An equality, sustainability or health, safety and welfare impact assessment and/or a risk assessment waslast corn pleted on:

EIA 27/03/2011 SD IA 27/03/2011 HSWIA RA

Audit trail

Listed below is a brief audittrail, detail ing amend ments made to this policy/procedure.

Page/para nos. Brief description of change Date

Reviewed as current and new review date added. Noamendments needed.

28/08/2009

Throughout Minor wording changes throughout 08/03/2010

Throughout Consistency in abbreviation and capital letters 09/09/2010

Throughout Reviewed as current. Minor word ing am endm ents. Key PointSummary added

23/06/2011

Page 1 Changed owner from Head of Operational Procedures to Head ofOperational Assurance

24/10/2012

ThroughoutPage 15

Reveiwed as current with no changes.'Subjects list' table tem plated updated.

27/11/2014

Subject list

You can find this policy under the fol lowing s ubjects.

Decision making DMM

Evaluation Incident command / management

Information gathering Plan

Risk to benefit

Freedom of Information Act exemptions

This policy/procedure has been securely marked due to:

Considered by:(responsible work team)

FOIA exemption Security markingclassification

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Documents

Decision making model - Grenfell Tower Inquiry... · The Decision Making Model 1.3 The cyclical nature of the model means that it is particularly suitable for dynamic environments