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Decisionmaking 141021000856 Conversion Gate02

The document outlines the decision-making process, distinguishing between programmed and non-programmed decisions, and detailing various decision-making styles including autocratic, consultative, democratic, and consensus. It emphasizes the importance of perception, priority, acceptability, and other factors in making effective decisions, as well as the steps to reach consensus within a team. Additionally, it highlights the advantages and disadvantages of each decision-making style and provides strategies for effective consensus-building.

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Lavanya Kopaul Reddy
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18 views16 pages

Decisionmaking 141021000856 Conversion Gate02

The document outlines the decision-making process, distinguishing between programmed and non-programmed decisions, and detailing various decision-making styles including autocratic, consultative, democratic, and consensus. It emphasizes the importance of perception, priority, acceptability, and other factors in making effective decisions, as well as the steps to reach consensus within a team. Additionally, it highlights the advantages and disadvantages of each decision-making style and provides strategies for effective consensus-building.

Uploaded by

Lavanya Kopaul Reddy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Is the process of examining your possibilities, options,

comparing them and choosing a course of action.


Decisions can be either Programmed or Non Programmed.

Programmed:
Decisions that are simple and routine and have a pre-established decision making
plan.

Non Programmed:
Decisions that are new and complicated and require thought and creativity.
1. Perception
2. Priority
3. Acceptability
4. Demands
5. Style
6. Resources
7. Judgment
Perception – “Know before you make.”

Priority – without knowing what you want there cant be any decisions made

about. Acceptability – accept weather its hard or easy if you think your decision

is correct. Demands – Make sure that no one gets hurt by your decision.

Style – Don’t be outdated.

Resources – Make your way with what is available, don’t ask for more in the region of

scarcity Judgment – Go on with the correct decision.


1. Construc
t
2. Compile
3. Collect
4. Compare
5. Consider
6. Commit
Construct – A clear picture of precisely what must be decided

Compile – A list of requirements that must be met.

Collect – Information on alternatives that meet the

requirement. Compare – Make sure that no one gets hurt by

your decision.

Consider – the WHAT MIGHT GO WRONG factor with each

alternative. Commit – to a decision and follow through with it.


1. Don’t fear to express your decision.
2. Don’t let your ego change your decision. Remember you shouldn’t
hurt others.
3. Don’t make decisions which are outside your realm of authority.
4. Don’t crave for unanimous approval. You may be not be correct
always.
5. Don’t get a conclusion without having an over look.
6. Don’t make a decision without following the C’s in decision making.
All teams make decisions. Some decisions are big and impact the entire
organization(How should next year's budget be allocated among our units?). Some are
small and have only minimal impact on employees (Where should next week's meeting
be held.

At the end, you will be able to:

1. List the various kinds of decision making.


2. List the elements of consensus.
3. Recognize when to use consensus, and when not to.
4. List the criteria and resources required for consensus.
1. Autocratic – “I” Decide

2. Consultative - "I Decide With Input From


You“

3. Democratic - "One Person, One Vote"

4. Consensus - "We Decide"


Autocratic decision making is one person making the decision alone.

Teams are often established in response to autocratic decision making, and it is unlikely that teams will
employ this kind of decision making.

Advantages of Autocratic Decision Making


It's fast. When one person makes all the calls and doesn't consult with anyone, decisions can come
quickly
and with little or no discussion.

Disadvantages of Autocratic Decision Making


With no input, autocratic decisions risk not taking into account how they will impact other people
and systems. Continued and regular autocratic decision making will lead to distrust, low morale
and inefficiency.

When to Use Autocratic Decision Making


When there are critical time pressures, crises or inconsequential matters with little impact.
Consultative decisions are arrived at after input from others. One person still makes the decision, but
others are solicited for ideas and suggestions. Many decisions in the workplace are consultative.

Advantages of Consultative Decision Making


Input from other departments or individuals is invaluable. Also, employees generally respect having
their opinions heard and acknowledged.

Disadvantages of Consultative Decision Making


When people give their input, they may mistakenly assume that they will have a say in the final decision,
and this isn't the case in a consultative decision. It must be clear to those giving input that one person is
still making the final decision. People must be keenly aware of the difference between giving
recommendations and having recommendations accepted.

When to Use Consultative Decision Making


When the decision lies in another area, but still has some impact on the team or when specific expertise
is required.
Democratic decisions are the bedrock of our political process. Majority rules is how many issues
are resolved. In the workplace, however, and in the team setting, democracy may not always be
the best method.

Advantages of Democratic Decision Making


Democracy is fair. Everyone has equal input. Those with the most votes, win, however...

Disadvantages of Democratic Decision Making...


...those with the fewest votes lose. That's the downside of democracy. Someone HAS to lose. Again, in the
political arena, that's life. In the workplace however, that can lead to anger, frustration, and people trying
to get even.

When to Use Democratic Decision Making


Democracy is a useful approach for quick decision making when the general opinion of the team is
needed and when the impact of the decision is not critical. It can be used to speed up results ("Should we
discuss marketing or budgeting now?"), or when full support of the team isn't critical, ("We agreed to
share regular updates with the office. How many people think we should do that monthly? How many
would vote for quarterly?").
Reaching consensus takes a great deal of dialogue, but following the steps below will help accelerate the process. Consider
putting the following activities on your road map if you are trying to reach consensus.

1. Present the Issue


Regardless of your role in a team, if you really want to reach consensus, it is not helpful to show up at your team meeting with
the answer or solution already on your mind. Once you have come to a conclusion, it's hard to let go of that course of action
and reach consensus. Reaching consensus requires everyone to keep an open mind.

2. Define the Issue


Clarify any underlying assumptions. This is critical because teams have problems reaching agreement when members aren't
clear
about what the real issue is.

3. Listen
The most important tool in reaching consensus is listening. To fully understand and appreciate other peoples' opinions and
positions, we need to listen. Once people truly feel listened to and understood, they are far more likely to be open to other
points of view. And, by understanding all views, you are much more likely to arrive at a better decision.

4. Generate Options
Use brainstorming, go-arounds and other tools and techniques to generate as many possible solutions as possible. If there
is conflict between and among members of the group, remember not to judge one another's comments or ideas. The
purpose of generating options is to broaden the team's thinking.
Consensus is a process of diverging and then converging on a common decision. The second part of
reaching consensus is reaching closure.
1. Post All the Options
Once all the ideas have been submitted, clearly post them on a clean sheet of newsprint.

2. Identify Benefits and Drawbacks


Ask the group to collectively list the pros and cons of each option.

3. Create or Agree on a solution


Creating or agreeing on a solution is one of the critical steps in reaching closure. Among the questions the
team should consider at this point are:
 "What will it take to solve the problem?"

 "Are any of these options suitable?"

 "Can any of these solutions be combined?"


If one member resists, ask that person what it would take for a particular option to be acceptable. (To find out
more about how to get people to talk, visit communication skills.) If the team gets stuck, the facilitator can ask
how important the issue is, and how much time should be invested in fixing it. If the issue is relatively minor,
the facilitator could suggest, "Can we agree to delegate this issue to a subgroup if we can't reach consensus in
20 minutes?"
If the team still can't reach consensus, table the issue for the next meeting, and ask the group to consider
other alternatives between meetings.

4. Test for Consensus


It is extremely important to test for consensus because some team members may feel pressured to agree
when they really don't. Consider a go-around or slip method where the question is, "You may not agree with
this decision, but can you support it?"

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