![]() Decisions are made without others’ involvement. With command decisions, it’s not your job to decide what to do, only how to make it work. The method you use depends on the circumstances. Increased involvement brings greater commitment but decreased efficiency. ![]() ![]() They reflect increasing degrees of involvement. Four common ways of making decisions are: command, consult, vote, and consensus. Once you have a plan, the next step to move to action in crucial conversations is to pick a decision-making method. Move to Action in Crucial Conversations With the Four Methods of Decision Making When authority is unclear, decide together how you’re going to decide. If you don’t talk and opinions differ, you’ll end up in a dispute. When there’s no clear line, deciding how to decide can be quite difficult.įor example, if a teacher wants to hold your child back a year but you object, who decides? Who makes the decision should be discussed in the group. Situation 2: When there’s no established line of authority Deciding what decisions to turn over and when is part of their stewardship. Leaders can turn decision making over to direct reports when warranted, but the person in authority still decides what method of decision making to use. Parents don’t ask kids to set their own curfew or make household decisions. Vice presidents don’t ask hourly employees to decide pricing changes or product lines. When you’re in a position of authority you decide which method of decision making you’ll use.įor example, managers and parents decide how to decide it’s part of their responsibility as leaders. Situation 1: When the line of authority is clear Here are the typical starting points where you can move to action in crucial conversations. To prevent misunderstanding, it’s important to separate talking from decision-making: Make clear how decisions will be made, who will make them, and why. But the fact that someone has shared their input doesn’t mean they’ll get to participate in all decisions. It’s a process for gathering all relevant information, which involves everyone. To avoid these two problems, you need to decide how you’ll decide.ĭialogue isn’t decision-making. Ideas fade or people can’t get a handle on implementing them - or everyone is waiting for someone else to decide. You may have agreed to something in principle, but not to any specific actions (yet people may act and be surprised when others object).
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