Once everyone has added meaning to the pool (after reaching safety, etc), there is still a need for action. What should we do with this pool of information?
Dialogue is not Decision Making
The beginning of a crucial conversation is risky (safety achieved or disaster). So is the end of a crucial conversation: If it is not clear how conclusions/decisions will be made from this pool, people will have expectations violated.
Two problems:
- People need to know how decisions will be made.
- Is a decision ever going to be made? Who will make it?
Decide How To Decide
Separate dialogue from decision making. Make sure people don’t think that because they are contributing that they’ll have a say in the decision. Make it clear how decisions will be made - who is involved and why.
When the line of authority is clear (e.g. boss), those in authority decide how to decide - usually.
When there is no clear authority (e.g. volunteer group?), incorporate the issue of decision making into the dialogue.
The Four Methods of Decision Making
- Command
- Consult
- Vote
- Consensus
As you go down the list, you will see that people will feel more committed and involved. But you will also see declining efficiency - you may get stuck in deadlock, etc.
Command
Often used either due to outside focus (upper management, etc) or for delegation to others (you can’t be bothered, and give full authority to someone else).
The main focus is on execution, not dialogue.
Consult
This is as you’d expect. You decide, but you consult everyone and consider their opinions.
Vote
This is good when there are multiple options. It is also good for making decisions quickly (need a way to end the debate). But it works only if people accept a solution that isn’t their choice. Team members must agree to carry out the result. Do not use voting if you are unsure of the commitment.
Just because a group I’m in voted doesn’t mean it is binding on me.
Consensus
When it works, it is the best. When it doesn’t, it is a horrible waste of time. Use only for:
- High stakes, complex issues
- When everyone absolutely must support the final choice (cannot vote).
How To Choose: Four Important Questions
- Who cares? Exclude people who do not.
- Who knows? Who has the expertise? Encourage them to participate. Try to exclude people who have no new information.
- Who must agree? Involve them! They can derail if you agree without them.
- How many people? The fewer the better.
Make Assignments
- Who? Assign a name to every responsibility.
- Does what?
- It should be specific and not fuzzy. Contrasting helps. Explain not just what you want but also what you don’t want.
- By when? You need a deadline.
- How will you follow up? Progress reports? Summary at the end? Milestone reports?
Document Your Work
Document all of the above. Do not rely on everyone’s memories matching.