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9 hours 53 minutes
Video Transcription
Hi, guys. Welcome back. I'm Katherine MacGyver and today we're going to go over how to on multi voting.
So we just got done talking about our team management, and we know from Yellow Belt that we've built a team of strong, dynamic, well informed people. So now we have to ask ourselves how we actually going to get things done. Because,
let's be honest, getting 5 to 7 strong will inform people together,
means that you're going to probably have 5 to 7 different opinions on what things need to be done. So to do that, we're gonna use multi multi voting.
This module is about how to use multi voting and when we use it in our lean six Sigma projects.
So to start with, multi voting is a tool. This is not a philosophy, but this. Make sure that all team members have the equal opportunity to participate in a decision. So that means that everybody at the table gets the same amount of, say, going back to the Toyota production systems kaizen one person, one vote will.
There's a little bit of wiggle in that, but we want to use multi multi voting
when we have a lot of options on the table, and we want to narrow it down to a couple of things. So we're talking about root cause analysis. If there is not something that is really clear in our, because analysis will want to use multi voting so that the team can decide where we going to invest, our resource is,
conversely, solution prioritization.
Often times as we go through our improved process, we have far more solutions than we have resource is to implement. So how do we choose which ones were going to start with? These are all great use cases for multi voting as a tool,
so to do multi voting, what you're going to want to do is start with how many votes each person gets. I recommend the 1/3 rule, which simply means for the number of scenarios or the number of ideas that you have. You divide it by 1/3. That's how many votes of person gets. So we talk about one person, one vote.
It's actually one person in a few votes, but it's one person getting to represent themselves. So
if we have 15 ideas, we get five votes per person. The way that we do multi voting is we know up front how many votes each person is going to receive. We want to make sure that everybody knows where the solutions or the options that we're trying to vote on can be found.
So in person, um,
in person facilitation, You know, we've hung our lists up on the wall. Go put your sticker next to it, or in this example, we taped them to the table. Drop your sticker on what you think is most important. You're going to want to put your votes on what you think is the highest priority. So if you as the Smee
know that this is why the root causes,
then you're gonna vote there. You can use all of your votes there. So if you have five votes in your this, me and you know that this is the most important thing you can for all five votes on there. But at the same time, you remember when we come out, the solution or the option with the highest votes wins.
So a couple of best practices on how to do it.
You don't wanna have more than 5 to 7 choices on the reason why is that you run the risk of splitting votes. So then you end up with lots of options that have,
um, too many or that have the same number of votes and how you weed those out. So if you look at my example, you'll notice there are two
that have come up with their the clear winners. We've got the red and the green votes. Um,
another thing is, is you don't want to add new options once voting has started, so you can't be in the way of committing to something and be like Oops, wait,
I just thought of this. If that's the case, go back to the drawing board and restart voting. Once the options have been fleshed out, The last thing is, you want people to vote mentally.
What this means is, you don't want group think so. For example,
if you use this tool called a gallery walk, where you hang up all of your solutions and have people walk around and meditate on them or take them in and think through it. What you run the risk of is having everybody congregating at the same solution,
so they all know what other people think they are, and with by virtue of social proof for this idea that if other people think it's good, then I should think it's good
groupthink. Then you see people voting for solutions that they may not necessarily find to be their best option.
So, for example, you can see the opportunity for groupthink and the example I have up where everybody from the red group voted for one thing,
whether or not this was a groupthink versus a legitimately better solution, I can't say definitively, but it is something to keep in mind is the facilitators is We want to make sure that people represent their knowledge and their thoughts on it.
So with that today we went over how to facilitate multi validity as a decision making tool. We talked about it in the context of solutions and root cause analysis. But really, this can be used in any type of analysis where you don't have a clear Peredo.
So you don't know definitively that the bulk of the information supports
something. I have found that in my facilitation I have used multi voting
a lot because it's a really quick way to get the group to consensus. So rather than hashing out all of the different things in trying to get people to come to an agreement, that way we do a quick multi vote. Okay, this is what the bolt of the vote says. That's the direction that we're going to invest. Our resource is, and
so that our next video, we're going to go over talks a little bit more about our business case in their problem statements.
So give some context from a green boat perspective, so I look forward to seeing you guys there.
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