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Getting Clear About Decision-Making

Writer's picture: Sherry P. JohnsonSherry P. Johnson
Decorative image of a compass laying on a map
A compass laying on a map

I wish it didn't happen: Sometimes decision-makers forget to be clear about their decision-making process.


This happens in government, when neighbors are called to a meeting to provide input on decisions that have already been made.


This happens in education, when teachers attend required faculty meetings and are asked to buy into decisions that are coming down the pipe...but neither the time-frame nor the process are made clear.


This happens in nonprofits and small businesses, when boards talk through variables but never seem to come to a decision, because they won't decide how to decide.


It even happens at home, when parents hold a family sit-down about simple household chores, while ignoring or dictating on more complicated matters like relational strife.


In the moment, it seems arduous and even clumsy. Why should leaders take time from complex discussions to nail down how we're going to decide? Why be clear to staff or membership about process when it already takes so long to get things moving on important initiatives?


...Because everyone will pay on the back end: in time, in morale, and in potential for future collaboration.


When people are unsure about process, they fill in the blanks, and their assumptive hopes are often dashed as a result. A few examples:


A collaborative person may assume, "Oh, that issue is so important that our leader will surely gather everyone within a facilitated discussion; we'll all get to decide together." What happens if there isn't time, and the leadership needs to decide immediately?


A busy worker may assume, "We haven't got time for all these meetings; we should just vote on everything." What happens if issues are too complicated for a simple, up/down vote?


A member may assume, "Surely I'll be consulted before our leaders decide. They need my input to make the right decision." What happens if the decision is entirely dependent on external forces the member doesn't know about?


Facilitators, in particular, always need to be mindful of process issues. If I'm called in to work with a group, I always clarify what decisions the group is empowered to make, and within what boundaries. Other important questions: What has already been decided? Does the group have all the information it needs for their decisions to be workable?


Leaders of all kinds--from parents, to board members, to middle managers--could benefit from pondering these concepts. When is a decision important to make by myself; after consulting others? How and whom should I consult? When is a decision best delegated, either through voting or discussion? Vroom and Yetton's "leadership decision tree" provides a decent model for thinking about process, using "high" and "low" markers to grade seven factors in any decision. Click here for more on the theory.

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