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Decisions, decisions

Just when we need to make the call, sometimes our minds get entangled and we hem and haw. In fact, one study shows that 80% of us loop back and question our decisions once we make them.

Whether we like it or not, decisions are here to stay. You know the ones — In what direction should I take my career? Chocolate or vanilla? Shall we launch Product A or Product B? — and, big or small, we have to make decisions.

Here are some methods used in companies that you can use, too.

Autocratic

The person in charge (or the person who appoints him or herself in charge) solely decides what to do. Others are expected to follow without input.

Pros: Works great in a crisis. Direction can be arrived at fast without having to debate the issues. If the building is on fire, you want someone to say, “Go down the stairs, now!” It is also useful for private matters, such as during downsizing.

Cons: Most people don’t like to be told what to do all of the time. (Autonomy anyone?) They may even defy the order or, worse yet, nod their heads in agreement without implementing. And, if a bad decision is made, people know where to point fingers. Team spirit declines.

Democratic

Let’s hold a vote. The leader does not have all of the power and gets yes/no input from the group. Majority rules, of course, even if that is only a 1% difference.

Pros: Decisions can still be made fast and people are involved. Because everyone gets to cast his or her vote, it breeds a climate of fairness. With this binary approach, people have a simple way by show of hands or the cast of a ballot to support or oppose an idea.

Cons: Groupthink. No individual is responsible, the group is. If things go south, responsibility can be easily dodged. And, the original naysayers can state, “I voted against that in the first place.”

Consensus

Here, the group collectively makes a decision. People can share ideas, give input, and debate what they want to occur. Control lies in the many hands of the whole team.

Pros: “We’re in this together” is the theme. Responsibility and buy-in are necessary. En masse, people own the decision and, as a result, show more commitment to making things happen. Plus, with many thoughts, ideas, and issues being voiced in the process, the final decision can be a well-informed one.

Cons: It can take a very l-o-n-g time to decide something. People get bored or check out of the process. (“We’ve been talking about this for two weeks. Can’t we just flip a coin?”) Also, just one voice in the crowd can derail a direction. Loud voices and strong personalities prevail.

Delegation

Defer the decision to someone else. Let the person with the most knowledge on the topic make the call.

Pros: Giving responsibility shows trust in the person’s judgment. It gives him or her a chance to step up and provides that person opportunities for growth. New ideas emerge that may not have surfaced without delegation. Ideally, the person builds good decision-making skills along the way and learns from mistakes.

Cons: Whoever deferred the decision to someone else still holds the responsibility. It is important to ensure that the person to whom you’re delegating has the knowledge and expertise to make an informed choice. That person may also need guidance on what to consider when deciding.

Consultative

Those in charge can generate input, ideas, thoughts, and concerns through one-on-one or group discussions to make a better final decision.

Pros: People participate and buy-in more with the solution, as well as offer their ideas to the process. They share their knowledge to impact a solid decision. With a wider range of input than from autocratic or democratic styles, the final call is based on more information. With many voices, circumstances are better known and understood.

Cons: There can be favorite go-to people whom the leader talks to most. Others, whether they have expertise or not, can feel left out or even resentful. (Teacher’s pet?) It takes time to gather suggestions. Getting too much data from people can lead to information overload, yet it’s imperative to include those with the needed know-how.

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Ultimately, the trick is to adjust your decision-making approach based on the situation. You wouldn’t want to take a vote to see if you should call for an ambulance when someone is having a heart attack. Line up the style with your needs and avoid a one-size-fits-all approach to keep clutter out of your decision-making process.

Posted by Sue on Sep 12, 2008 | Comments