DECISIONMAKINGDECISIONMAKING

DECISIONMAKING 1DECISIONMAKING 1ObjectivesObjectives

Explore Decisionmaking DynamicsExplore Decisionmaking Dynamics

Discover Decisionmaking StylesDiscover Decisionmaking Styles

Improve Decisionmaking Improve Decisionmaking EffectivenessEffectiveness

Acquire Key Decisionmaking SkillsAcquire Key Decisionmaking Skills

DECISIONMAKING 3DECISIONMAKING 3 Decisions in BusinessDecisions in Business

Rand Corporation SurveyRand Corporation Survey► Average Budget overrun 153%►74% of costing errors were avoidable►Managers blamed external factors

Study of 324 Chairman’s lettersStudy of 324 Chairman’s letters► 83% claimed responsibility for success► 19% accepted blame for failure

DECISIONMAKING 4 DECISIONMAKING 4 Organizational life revolves around team Organizational life revolves around team

structurestructure

CONTENTCONTENT - - what the team is talking aboutwhat the team is talking about

PROCESS PROCESS - - how the team handles its how the team handles its communicationcommunication

Who talks, for how long, how often ?Who talks, for how long, how often ?

Who do people look at when they talk ?Who do people look at when they talk ? Individuals, the group, nobody…Individuals, the group, nobody…

Who talks after whom, who interrupts ?Who talks after whom, who interrupts ?

What communication style is used ?What communication style is used ?Assertions, questions, voice tone, volume, gestures, eye Assertions, questions, voice tone, volume, gestures, eye

contact…contact…

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When people get together, they assume a role or When people get together, they assume a role or function in relation to the groupfunction in relation to the group

Roles are relatively consistentRoles are relatively consistent

A person may play a variety of roles in the same groupA person may play a variety of roles in the same group

Roles may vary with the dynamics of the meetingRoles may vary with the dynamics of the meeting

An individual’s role may vary from one group to An individual’s role may vary from one group to anotheranother

The method of dealing with an individual depends on The method of dealing with an individual depends on

the the

group in which he is participatinggroup in which he is participating

TEAM ROLESTEAM ROLES

DECISIONMAKING 6 DECISIONMAKING 6 TASK TASK BEHAVIORBEHAVIOR

InitiatingInitiating Seeking/giving information or opinionSeeking/giving information or opinion Clarifying, elaborating, summarizingClarifying, elaborating, summarizing Consensus testingConsensus testing

MAINTENANCEMAINTENANCE BEHAVIOR BEHAVIOR

Harmonizing, gatekeeping, encouraging, Harmonizing, gatekeeping, encouraging, compromisingcompromising

Standard setting and testingStandard setting and testing

SELF-ORIENTEDSELF-ORIENTED BEHAVIOR BEHAVIOR

Identity, Power, Goals, Acceptance, IntimacyIdentity, Power, Goals, Acceptance, Intimacy

DECISIONMAKING 7 DECISIONMAKING 7 TOUGH BATTLER TOUGH BATTLER

PowerPower CompetitionCompetition HostilityHostility AssertivenessAssertiveness

FRIENDLY HELPERFRIENDLY HELPER

AffiliationAffiliation HelpfulnessHelpfulness SympathySympathy

LOGICAL THINKERLOGICAL THINKER

Logic & reasonLogic & reason UnderstandingUnderstanding Knowledge & systemsKnowledge & systems

DECISIONMAKING 8DECISIONMAKING 8Decisionmaking proceduresDecisionmaking procedures

Self-authorized agendaSelf-authorized agenda « I think we should… »« I think we should… »

The duoThe duo « I think we should… » « I agree… »« I think we should… » « I agree… »

Minority ruleMinority rule « No objections ? Good, then we all agree »« No objections ? Good, then we all agree »

Majority voteMajority vote Polling Polling « What does everyone think ? »« What does everyone think ? »

Consensus testingConsensus testing Exploring to test for opposition and Exploring to test for opposition and determine determine if it’s strong enough to refuse to implement the if it’s strong enough to refuse to implement the decision.decision.

We need to understand how a decision is being made We need to understand how a decision is being made

and decide if the method is appropriate.and decide if the method is appropriate.

DECISIONMAKING 9DECISIONMAKING 9Decisionmaking stylesDecisionmaking styles

Indecisive/Go alongIndecisive/Go alongAbdicates responsibility as well as consequences.Abdicates responsibility as well as consequences.

Lacks knowledge or skill, prefers to follow others.Lacks knowledge or skill, prefers to follow others.

Least resistance, low effort, avoid conflict.Least resistance, low effort, avoid conflict.

Status quo, influenced by environment.Status quo, influenced by environment.

Compromising/Controlled delayCompromising/Controlled delay Advocates compromise, reflecting needs & constraints of all Advocates compromise, reflecting needs & constraints of all

stakeholders, or stalls until adequate data is available.stakeholders, or stalls until adequate data is available.

Gets results without relying on authority.Gets results without relying on authority.

Flexible, adjusts to changing circumstances.Flexible, adjusts to changing circumstances.

Take charge/Extreme action Take charge/Extreme action Clear, firm choice that may not be easy or popular.Clear, firm choice that may not be easy or popular.

Comfortable with conflict, negotiation and pressure.Comfortable with conflict, negotiation and pressure.

Can damage relationships and alienate himself. Can damage relationships and alienate himself.

May be seen as inflexible and agressive.May be seen as inflexible and agressive.

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COHESIVENESSCOHESIVENESS

INSULATION INSULATION

HIGH STRESSHIGH STRESS

STRONG DIRECTIVE LEADERSHIPSTRONG DIRECTIVE LEADERSHIP

Negative team behaviorNegative team behavior

DECISIONMAKING 11DECISIONMAKING 11

Why group decisions often failWhy group decisions often fail

Premature agreementPremature agreement

Feedback reinforces a « right » choiceFeedback reinforces a « right » choice

Members don’t see flaws in the thought Members don’t see flaws in the thought processprocess

Polarization inhibits rational progressPolarization inhibits rational progress

DECISIONMAKING 12DECISIONMAKING 12

SELF CENSORSHIPSELF CENSORSHIP

MAJORITY PRESSUREMAJORITY PRESSURE

INVULNERABILITY ILLUSION INVULNERABILITY ILLUSION

ERRONEOUS STEREOTYPINGERRONEOUS STEREOTYPING

GroupthinkGroupthink

DECISIONMAKING 13DECISIONMAKING 13

Too few alternatives are examinedToo few alternatives are examined

Too few objectives are fixedToo few objectives are fixed

Biased analysis of data Biased analysis of data

Results of groupthinkResults of groupthink

A minority of just 5% can influence a crowd’s direction. The other 95% follow without realising it.

Professor Jens Krause, Faculty of Biological Sciences, Leeds University.

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DECISIONMAKING 15DECISIONMAKING 15

Withholds his ideas at firstWithholds his ideas at first

Encourages divergence Encourages divergence

Makes sure minority views are heardMakes sure minority views are heard

Separates facts from judgementsSeparates facts from judgements

Encourages each member to speak on all key Encourages each member to speak on all key issuesissues

Recognizes the risks of negative behaviour Recognizes the risks of negative behaviour

A good team leaderA good team leader

DECISIONMAKING – THE DECISIONMAKING – THE ENDEND