Alternative Decision-Making Models Sample Clauses

Alternative Decision-Making Models a. There may be alternative decision-making processes that are appropriate at times. IC’s must determine which decision-making model is best suited for the issue at hand (i.e.: consensus, majority vote of the IC, vote of the entire staff, adoption of committee recommendations, etc.).
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Alternative Decision-Making Models. There may be alternative decision-making processes that are appropriate at times. IC’s must determine which decision-making model is best suited for the issue at hand (i.e.: consensus, majority vote of the IC, vote of the entire staff, adoption of committee recommendations, etc.). Determination of the model to be used needs to be made through consensus. The model used may change from issue to issue. Decisions reached by the IC must be collaborative in nature among the role groups participating in the IC process. Collaborative problem solving provides more resources, more diversity of ideas and more social support for the decision Instructional Councils: Considerations for a Successful Collaborative Structure • IC representatives are elected. • The representatives are elected to serve a specific constituency. • The selected representatives constantly communicate with their constituents. • Communication with constituents is focused on giving information and getting their constituents’ perspectives in order to represent all points of view at the meeting. • The IC has taken the time necessary to be clear about: o What decisions it makes and; o How it makes those decisions. • All members of the Instructional Council openly discuss and share all information pertaining to an issue so that the best decision can be reached. • The IC is able to focus on issues related to teaching and learning because there is some other structure or mechanism to address the daily “nuts and bolts” issues. • The IC positions are desirable and there is healthy participation. • Agendas and past minutes from IC meetings are made public. • ICs make meaningful decisions; they are not solely “advisory.” • All IC members are viewed and treated as equals.
Sample 1
Alternative Decision-Making Models. There may be alternative decision-making processes that are appropriate at times. IC’s must determine which decision-making model is best suited for the issue at hand (i.e.: consensus, majority vote of the IC, vote of the entire staff, adoption of committee recommendations, etc.). Determination of the model to be used needs to be made through consensus. The model used may change from issue to issue. Decisions reached by the IC must be collaborative in nature among the role groups participating in the IC process. Collaborative problem solving provides more resources, more diversity of ideas and more social support for the decision Instructional Councils: Considerations for a Successful Collaborative Structure o IC representatives are elected. o The representatives are elected to serve a specific constituency. o The selected representatives constantly communicate with their constituents. o Communication with constituents is focused on giving information and getting their constituents’ perspectives in order to represent all points of view at the meeting. o The IC has taken the time necessary to be clear about: o What decisions it makes and;
Sample 1

Related to Alternative Decision-Making Models

  • SITE-BASED DECISION MAKING A. The District shall provide the training and staff development to support accountability/site- based decision-making activities. Teachers shall be given release time to attend these programs.

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  • Decision Making All decisions of each Committee shall be made by unanimous vote, with each Party’s representatives collectively having one (1) vote. If after reasonable discussion and good faith consideration of each Party’s view on a particular matter before a Committee, the representatives of the Parties cannot reach an agreement as to such matter within thirty (30) days after such matter was brought to such Committee for resolution or after such matter has been referred to such Committee, such disagreement shall be referred to the JSC (in the case of disagreement of the JRDC), the JEC (in the case of disagreement of the JSC), or the Chief Executive Officers of Miragen and the Chief Executive Officer of Servier or its designee (the “Executive Officers”) (in the case of disagreement of the JEC) for resolution. If the Executive Officers cannot resolve such matter within thirty (30) days after such matter has been referred to them, then [*] that is the subject of the dispute [*]. For clarity, if the Executive Officers cannot resolve such a matter that pertains to [*], [*] will not be obligated to [*] and [*]. For further clarity, if the Executive Officers cannot resolve such a matter that pertains to [*], neither Party shall be obligated to [*] and [*]. Notwithstanding the foregoing provision and any provision to the contrary, [*] shall have the final say with respect to any decision which involves [*] (including, by way of example, [*], whether [*], or whether [*]), and neither Party shall be obligated to [*] on account of [*] for which [*] has exercised such final say unless [*] agreed on by the JSC, JEC or Executive Officers and [*]. [*] = Certain confidential information contained in this document, marked by brackets, is filed with the Securities and Exchange Commission pursuant to Rule 406 of the Securities Act of 1933, as amended.

  • Disagreement on Decision Should the parties disagree as to the meaning of the Board's decision, either party may apply to the Chairperson of the Board of Arbitration to reconvene the Board to clarify the decision, which it shall do within five (5) days.

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  • Major Decisions (a) any proposed or actual foreclosure upon or comparable conversion of the ownership of the Property or the exercise of any other remedies with respect to the Loan;

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