Stop the Consensus: Propel Forward Provides Tips to Tell if Your Decision Making has Become Too Participative
Chicago, IL (PRWEB) July 09, 2013 -- Leaders are often confused by all the articles encouraging them to take a participative approach to management. They often erroneously interpret this as meaning that they should take a consensus approach to decision making. Unfortunately, consensus can result in poor decisions, lost time and a false sense of accuracy.
Dr. Herbert Simon, recipient of the Nobel Prize for Economic Sciences, stated that the task of decision-making is to select the alternative that results in the more preferred set of all the possible consequences. To select this alternative requires:
1. The identification and listing of all the alternatives
2. The determination of all the consequences resulting from each of the alternatives; and
3. The comparison of the accuracy and efficiency of each of these sets of consequences.
Dr. Simon recognized that having the knowledge of all the alternatives or all the consequences is highly improbable. Even more unlikely will be the ability to evaluate all the consequences.
Unfortunately, many leaders believe that consensus will yield a better decision because it involves more people and therefore more perspectives. However, consensus requires that everyone agree to the decision. In true consensus, if any one person does not agree, the status quo remains in place. Let’s take an example: the customer has offered a bonus payment if you can commit to delivering the product 6 weeks early. The leader pulls the team together. The team agrees it should meet the new deadline but the members can't agree on how to eliminate 6 weeks of work. The team is now at a stalemate which means that with real consensus the team sticks with the status quo of the original date and misses the upside opportunity.
If the leader isn’t happy with status quo, common actions by the leader are to 1) call another meeting to try to come to agreement 2) turn to voting or 3) make the decision unilaterally. Any of these alternatives can result in those who disagreed with the chosen path complaining to others because they were under the assumption that they had equal authority in the decision making process. Consensus decision making puts the role of a leader into a facilitator rather than a decision maker. Voting only reinforces this notion that each person's opinion has equal weight. If the leader does finally make the decision, usually out of frustration, the team members are understandably shocked that their "facilitator" has taken matters into his or her own hands.
If the leader is experiencing non-commitment to decision making, consensus behavior is often the culprit.
A better option, which still recognizes the need to involve those who have knowledge of other alternatives and consequences, is to use consultative decision-making. Consultative decision-making respects that the leader is the person with the broader perspective. It also acknowledges that the leader will be held accountable for the decision and the consequences of that decision.
In consultative decision making the leader gathers the appropriate group to voice their options, explore alternatives and debate consequences. Upon hearing the arguments the leader then makes the decision. He or she shares the rationale for the decision and sets the expectation that the team is to support the decision and support those tasked with implementation. It is clear who has the authority for the decision and who the leader is.
Consultative decision-making respects that an important variable to a quality decision is speed. Leaders can end up frittering away their and their team’s time and energy in attempts to make everyone appear equal. Decision-making is not about equality. There is a reason the leader is put into place and paid more. They are supposed to have the experience and perspective to weigh the alternative and decide on a course of action that will move the company closer to its vision. The leader’s role is not that of a facilitator when time is of the essence.
Leaders must also ensure decisions are the focus of the activities rather than getting caught up in the activities themselves or in sharing information for sharing sake. Here are some common business activities and the decisions that should be the focus:
• Staff meetings & Pass Downs: Decide to commit or decide how to adjust
• Work Reviews: Decide to approve, reallocate resources or take corrective action
• Recommendation Reviews: Decide to approve, reject, or modify
• News: Decide how to adjust
Leaders often erroneously give away their decision power to appear more inclusive and mature. Unfortunately their team often describes these leaders as weak, uninformed and wasting the team’s precious time. Teams look to their leaders for insights and direction.
Propel Forward LLC provide consulting, coaching and workshops to improve a leader’s ability to set a vision for their organization and increase their confidence to influence. Owner, Carlann Fergusson has over 25 years experience in corporate leadership. Her clients include Fortune 500 companies, privately held companies, family owned operations and non-profits. She can be reached at carlann(at)propelforward(dot)com or http://www.propelforward.com.
Carlann Fergusson, Propel Forward, LLC, http://www.PropelForward.com, 269-586-2000, [email protected]
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