Decision Making Process: Structured or Not…

Article by Jim Jensen

---

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.

Say you’ve been struggling with a specific issue that has been going on for a while now. You have thoughts on the best way to solve the problem, but because it affects everyone on your leadership team you’ve decided to involve them, and you’ve put it on the agenda for your weekly leadership team meeting. 

• First, clarify to your team what you see as the issue and let them know you want to use this time to find solutions. Make it clear that you are going into decision-making mode so that everyone is leaning in and paying attention. “I need to make a decision on this.” Or, “We need to make a decision on this.” (Everyone hearing that we’re going into decision-making mode makes it conscious.)

​

• Secondly, make sure the team understands whose decision it is. Are you, as the leader, making the decision and simply need their input? (“I need to make a decision and I need your input.”) Or, are you trying to get consensus? (“We need to make a decision on this.”) 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 is designed to create clarity. Model or not, the purpose of clarifying who is making the decision gives your team clarity and reduces unnecessary conflict.

 

• Unless there is a clear or apparent best option to begin with, open it up for discussion. Do people have strong feelings one way or another? Are there pros and cons that should be discussed? It could be as simple as, “Here’s what I’m thinking. Does anyone have other thoughts, or is there something I’m not considering?” Or, “Can anyone convince me that this is not the best way to go?” Or, “Who has thoughts on which way we should go with this?” In a healthy team culture this is the time for passionate, spirited debate around the issue. Remind them of that if necessary. 

 

• As the leader, never underestimate the influence you have on the trust in the team and the openness of your discussions. Is it really okay to challenge? To dissent? How do you know that for sure? If it seems like there is agreement, make sure people know that dissenting opinions are valued and welcomed. Saying something like, “If this is not a good idea, I need to hear from you” opens the door to differing views. If you truly want healthy conflict, make sure your reactions to differing views reflect your desire. 

 

• If you are trying to get consensus (meaning everyone is fully behind it) don’t assume you have it just because the discussion comes to an end. Check for it. “Is everyone on board?” “Is everyone able to fully support this?” “Is there anyone who still thinks this is not a good idea?” Imagine the incredible value of walking out of your meeting knowing that if someone was not in full support, you would know that, and you would understand why.

 

• If it’s what I call a “Level 2” decision (Yours with input), once you make it, make sure everyone is clear what your decision is. Closing that communication loop is a critical step.

 

• Make sure you consider which individuals, or which groups this decision might impact. Should we be checking with them? Who needs to be informed of this decision? Every decision you make as a leadership team has an impact on other people and other groups in your organization. Make sure you are considering that. 

 

• If, as the leader, you feel good about the candid input you received or about how a decision was made, let your team know. “Nice job folks. That felt like a good process.” “That felt like healthy conflict to me.” “I appreciate the responsible risks people took in that discussion.” “I was particularly glad to hear from the outliers.” “I feel like I understand the complexities much better.”

 
And lastly, as I often remind leaders and teams, the best decision-making process in the world will not replace healthy relationships or a healthy team culture. In the absence of a trusting, healthy culture you can use the best process perfectly and get bad results. With a trusting, healthy team culture, you can make all kinds of mistakes, muddle through your process, and you will still come out with better decisions. But if you combine a solid process, structured or not, with a healthy culture, you now have a competitive advantage.
 
I hope you found this helpful.

---

Primarily serving Kalamazoo, Grand Rapids, Lansing, Ann Arbor and Detroit, Michigan, we’ve worked with companies worldwide as leadership team development, and corporate team building facilitators.

Get Started