Some members of our team (me included) were recently stuck on a decision, and that led to us getting stuck in a discussion vortex. After a couple weeks, we found ourselves scrambling to choose a path in the face of a looming deadline. We got it resolved, but that kerfuffle reminded me that there are always only four types of decisions.
From less to more involvement of team members, those decision types are:
1. Command – leader takes charge, asking no questions and just directing (mainly used in crisis);
2. Consultative – decision maker gets individual feedback from team members, then makes a decision;
3. Collaborative – team has a discussion, after which decision maker makes the call; and
4. Consensus – everyone has to agree or majority wins. This is only used for things like where to go to lunch.
90% of decisions are either #2 or #3. #1 through #3 require decision maker to be named before launching into the process.
Staying mindful of the four types is empowering for everyone who participates. When we aren’t mindful of which type of decision we’re making, frustrations can emerge. For example, people might think something is a consensus-driven decision, but others actually understand that it is really collaborative. Then people become upset because the decision maker simply made a decision without calling for a vote or without consensus being reached. But when we are mindful of the decision type, each person knows their role to play, and instead of trying to get their desired outcome, they are more apt to focus on fulfilling their role (giving thoughtful counsel).
Trust and a clear understanding of who is ultimately making the decision are big requirements for us to make good decisions and for everyone to feel good about the process. The participants need to trust the decision maker’s judgment, and also trust that the decision maker will thoughtfully consider their input.
Within a trusting team, choosing a decision maker is almost always easier than reaching agreement.
Thanks to Craig Johnson for introducing me to this idea.