Biotexing and Decision Making

Biotex is a well known Dutch soaking agent. Difficult stains require soaking. In parallel, stringent decisions, require Biotexing. The more stringent, the more Biotexing is required.

Background of Biotexing
About two decades ago Chris Hans Dirks taught me the concept of Biotexing in relation to managing the decision making process. The lessons I learned were:

• It is not the amount of time you spent on prepping a presentation or document that counts
• It is the amount of time you spent on involving the right people and allowing them:
• to align their mindsets
• time to reflect and react

For those who like to know the origin of the word Biotexing. It is a verb that came into existence very much like Xeroxing and Googling.

Biotex is a wellknown Dutch detergent. In 1963 Biotex was developed by Kortman & Schulte in cooperation with a Swiss company. It was the first washing detergent based on based protein-splitting enzymes. The product came in two versions: for soaking and prewash.

Application of Biotexing
It is important to view Biotexing from a certain mindset. This mindset assumes that stringent decisions will never nor can be made on the spot. Stringent decisions require that the issue has been looked from different angles, that stakeholders share a very similar view.
Any discussion that takes place during the so called decision meeting that hints that the issue hasn't been given sufficient thought or results in 'new' aspects and points of view drastically reduces the likelihood that a decision will be made.
One more aspect in the mindset is, that at least two people are involved in the decision making.
The application of Biotexing is any stringent decision with at least two stakeholders involved and where the assumption is that when people are taken through a process of alignment, reflection and time a coherent and supported outcome is the result. The more likely (personal) position taking will take place, the more beneficial is Biotexing. The more people feel (sur)pressed by a 'sudden' decision, the more beneficial is Biotexing.

Example of Biotexing
The following is based on a real case and describes mostly the process.

Situation
A company is facing a major decision in a large programme. The decision has a major impact on the continuity and profitability; both in the short run as in the long run.

March 4th

• Steering Committee informs that on 18th a decision will be made on how to proceed, they want two alternative scenarios to the current one.

March 8th

• Creating a first 8 page concept presentation with attention to:
• History (giving meaning to how and why things evolved as they did)
• The 3 options with core characteristics (important for mindsetting and scoping)
• A spiderweb diagram with each option evaluated against 8 different dimensions (needed for proper evaluation and to allow stepping out of positions with dignity)
• Verifying this version with the Programme Manager
• Improving the presentation
• Focusing the attention of the Programme Manager
• Creating the 'freedom' to involve more people

March 9th-14th

• Verifying and improving the Powerpoint with key stakeholders that have to provide input
• Regulating the discussions
• Helping to align people by going back-and-forth
• Allowing for a lot of 'searching', 're-positioning' and 'letting of steam'

March 14th, evening

• Sending a concept version to the decision making parties
• Stressing the fact the Powerpoint is a concept
• Outlining roughly how the meeting of the 18th will happen
• Suggesting that decision might fall outside the mandate of the steering committee
• Proactively informing the body that can make the decision
• Inviting all the decision makers to ask questions and to provide items they like to have clarified

March 16th

• Following up if all the decision making parties have gotten the mail and if they have questions or remarks
• When possible face-to-face
• Bringing back the questions and remarks to the people who have to deliver the answers

March 18th

• Pre-meeting
• Helping to 'mind-set' of the programme manager
• The meeting
• All stakeholders were well informed and aligned
• Of course tough questions were asked, flow wise and people wise it went well
• A decision was made
• A feeling: we did this ourselves and this is what we're going to do
• Post-meeting
• Congratulating the key speakers with their achievements
• The major players acknowledged the importance of the Biotexing, without it the meeting on the 18th would have been nothing less than a complete disaster.

In retrospect

• No reason that the person who orchestrates the running-up must be present in order to 'lead' it to a good outcome; a well biotexed preparation will ensure a smooth flow.
• Stringent decisions need a good preparation and a follow-up to make them 'whole' and 'complete' as a process and as an experience.
• Stringent decisions are of the type 'wicked issues', it is important to operate flexible. In terms of color theory of Caluwé: take interventions in the color that works the best at that moment, this can change quickly.
• In therms of the Theory of Constraints:
• Step 0 -- the objective: smoothly make the right decision
• Step 1 -- the constraint: alignment of the people
• Step 2 -- decide on how to exploit: biotexing
• Step 3 -- subordinate: use what ever color intervention to make it work
• Step 4 -- elevate: enable people to 'better positions'
• Step 5 -- when the constraint shifts: remove yourself and let it go and enjoy the show