| What
are different methods for team decision making?
Many types of decision making models can be studied and used by
teams. Understanding decision making models allows teams to make
intentional choices about which model might be most appropriate
for the various decisions that they confront.
Individuals benefit from understanding decision models by becoming
aware of how cognitive and affective biases can both positively
and negatively impact how we work to influence our team on making
a decision. Being aware of our biases can limit any negative impact
from our biases. The models below describe how we work to affect
and manipulate the team decision-making process, sometimes in productive
ways and at times in detrimental ways for team decisions.
As a team, understanding decision-making models so that the team
can make the best decision is valuable. The “best decision”
is described as a decision that (1) would not have been thought
of by an individual alone, (2) is a sound solution to the problem,
(3) is a decision based upon input, as unbiased as possible, from
each team member, and (4) addresses the team’s goal for the
decision-making process.
Johnson and Johnson describe seven methods/processes that a team
might use to make a decision.5 Each method, along with its strengths
and weaknesses, is discussed below.
Method 1. Decision made by authority
without group discussion
Process: The designated leader makes all decisions without consulting
group members.
Strengths |
Weaknesses |
| • Takes minimal time to make decision |
• No group interaction |
| • Commonly used in organizations (so we are familiar
with method) |
• Team may not understand decision or be unable to implement
decision |
| • High on assertiveness scale (see
conflict
paper) |
• Low on cooperation scale (see conflict
paper) |
Appropriate Times for Method
1
• Simple, routine, administrative decisions; little time available
to make decision; team commitment required to implement the decision
is low.
Method 2. Decision by expert
Process: Select the expert from group, let the expert consider the
issues, and let the expert make decisions.
Strengths |
Weaknesses |
| • Useful when one person on the team has the overwhelming
expertise |
• Unclear how to determine who the expert is (team members
may have different opinions) |
| |
• No group interaction |
| • May become popularity issue or power issue |
Appropriate Times for Method
2
• Result is highly dependent on specific expertise, clear
choice for expert, team commitment required to implement decision
is low.
Method 3. Decision by averaging
individuals' opinions
Process: Separately ask each team member his/her opinion and average
the results.
Strengths |
Weaknesses |
| • Extreme opinions cancelled out |
• No group interaction, team members are not truly involved
in the decision |
| • Error typically cancelled out |
• Opinions of least and most knowledgeable members may
cancel |
| • Group members consulted |
• Commitment to decision may not be strong |
| • Useful when it is difficult to get the team together
to talk |
• Unresolved conflict may exist or escalate |
| • Urgent decisions can be made |
• May damage future team effectiveness |
Appropriate Times for Method 3
• Time available for decision is limited; team participation
is required, but lengthy interaction is undesirable; team commitment
required to implement the decision is low.
Method 4. Decision made by authority
after group discussion
Process: The team creates ideas and has discussions, but the designated
leader makes the final decision. The designated leader calls a meeting,
presents the issue, listens to discussion from the team, and announces
her/his decision.
Strengths |
Weaknesses |
| • Team used more than methods 1–3 |
• Team is not part of decision |
| • Listening to the team increases the accuracy of the
decision |
• Team may compete for the leader’s attention |
| |
• Team members may tell leader “what he/she wants
to hear” |
| • Still may not have commitment from the team to the
decision |
Appropriate Times for Method 4
• Available time allows team interaction but not agreement;
clear consensus on authority; team commitment required to implement
decision is moderately low.
Method 5. Decision by minority
Process: A minority of the team, two or more members who constitute
less than 50% of the team, make the team’s decision
Strengths |
Weaknesses |
| • Method often used by executive committees |
• Can be railroading |
| • Method can be used by temporary committees |
• May not have full team commitment to decision |
| • Useful for large number of decisions and limited time |
• May create an air of competition among team members |
| • Some team perspective and discussion |
• Still may not have commitment from team to decision |
Appropriate Times for Method 5
• Limited time prevents convening entire team; clear choice
of minority group; team commitment required to implement the decision
is moderately low.
Method 6. Decision by majority
vote
Process: This is the most commonly used method in the United States
(not synonymous with best method). Discuss the decision until 51%
or more of the team members make the decision.
Strengths |
Weaknesses |
| • Useful when there is insufficient time to make decision
by consensus |
• Taken for granted as the natural, or only, way
for teams to make a decision |
| • Useful when the complete team-member commitment is
unnecessary for implementing a decision |
• Team is viewed as the “winners and the losers”;
reduces the quality of decision |
| |
• Minority opinion not discussed and may not be valued |
| • May have unresolved and unaddressed conflict |
| • Full group interaction is not obtained |
Appropriate Times for Method 6
• Time constraints require decision; group consensus supporting
voting process; team commitment required to implement decision is
moderately high.
Method 7. Decision by consensus
Process: Collective decision arrived at through an effective and
fair communication process (all team members spoke and listened,
and all were valued).
Strengths |
Weaknesses |
| • Most effective method of team decision making |
• Takes more time than methods 1–6 |
| • All team members express their thoughts and feelings |
• Takes psychological energy and high degree of team-member
skill (can be negative if individual team members not committed
to the process) |
| • Team members “feel understood” |
|
| • Active listening used (see communication
paper) |
Appropriate Times for Method
7
• Time available allows a consensus to be reached; the team
is sufficiently skilled to reach a consensus; the team commitment
required to implement the decision is high.
Method 7 takes well-practiced communication skills by all team
members. Review prior section on environments for decision making
and other minidocuments on effective
communication and conflict
management.
Methods for Decision Marking—Retrospective
These seven methods/strategies for decision making all have strengths
and challenges. However, repeatedly, Method 7 (Decision by consensus)
has positive long-standing results regarding team decision making.
Classroom Activity Ask
each team to review the seven methods for making team decisions
and construct methods for how they will make small-scale and large-scale
decisions.
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