This is the third in a series of decision-making posts. I teach a model in our sessions that describes five levels of decision-making. The shared language that comes out of a shared understanding of the model leads to better decisions. Understanding the decision-making level clarifies the role of team members. Is their role simply to listen to understand the decision, to share and articulate their opinions and perspectives, or is it to engage in passionate debate? 

In my last post, “Is Your Team’s Decision-Making Process a Conscious One?” I mentioned that formal or structured decision-making processes resonate with some leaders and teams, and not with others. In this follow-up post I’m sharing the components I feel should be part of any decision-making process, structured or not.

This rather powerful statement comes from the Harvard Business School article, Why Managers Should Involve Their Team in the Decision-Making Process. 

​With the dramatic increase in virtual meetings leaders need to pay even closer attention to their team’s interpersonal dynamics. By that I mean intentionally listening AND looking more closely to what people are saying, not saying, or trying to say. And to what they might be feeling. I’ve been helping people learn the value of these kinds of behaviors for many years. The importance is still the same, but it may not be as easy now. ​

Dynamic Teams helps leaders create and maintain safe interpersonal work environments where it’s okay to be vulnerable, to take risks. We help people and teams create psychological safety. Why? Because for the past 30+ years we’ve known that psychological safety is the key ingredient, the foundational building block of an effective team. Apparently, Google agrees.