Decision
Making L-9
Be sure
you're right, then go ahead. David Crockett
Decision
making is similar for individuals and groups but there are some
key differences. This module will look at both.
LEARNING
OBJECTIVES
By the time
you finish this module you should be able to:
1. Describe
a decision making process for yourself.
2. Identify
advantages a consensus decision making over other techniques.
3. Describe
how to lead a group in consensus decision making.
DECISION
MAKING FOR INDIVIDUALS
Individuals
who have learned effective decision making usually follow a process
even if it is done unconsciously. Review the following steps to
see if this is how you make difficult decisions.
1. Get as
much information as time and sources will allow.
2. Break
down the complex issues into smaller, clearer facts and opinions.
3. List alternative
solutions along with pros and cons for each alternative.
4. Consult
trusted colleagues -- get their insights into the alternatives,
pros, and cons.
5. Sleep
on it, if possible.
6. Make the
best decision available. Do what is right.
7. Stand
behind the decision -- give it a chance.
8. Be prepared
to admit mistakes and learn from them.
QUESTIONS
FOR DISCUSSION
1. How do
the eight steps above fit your experience in making difficult
decisions?
2. Can you
improve the steps (expand, simplify, or make them more pertinent
to your own situation)?
3. How does
your organization make decisions?
4. Does the
organization use different techniques for large formal meetings
than for small committee or study group meetings?
5. How do
you feel when you are on the losing side of a majority vote?
6. How do
you feel when you find that one of the leaders has already made
a decision for your organization without open discussion?
EXERCISE:
From the
answers to the questions above you have identified several ways
in which decisions are made. Make a list of these ways. Your list
should include at least the following: 1) individual decisions
for oneself;
2) individual
decisions for the group (unilateral decisions); and 3) majority
vote. Module L-4 describes two other techniques on pages 21 and
22. These are the study committee and negative voting. All of
these techniques have their disadvantages when used by a group
to make a difficult decision. Add some of the disadvantages to
your list.
CONSENSUS
Another way
to make decisions is by consensus. This technique is sometimes
dismissed because it is misunderstood or because groups do not
feel they have the time or skill to reach consensus. Consensus
development is an important skill in team building. Decisions
reached through consensus are generally more actively supported
than those made through majority vote. When a consensus building
process is used, people tend to feel more a part of the decision
and in turn take greater responsibility for it. The calling for
a vote, on the other hand, can polarize a group. Much time is
spent arguing the pros and cons of the motion, keeping participants
from seeking alternative courses of action that might be mutually
more agreeable.
While we
often expound the value of consensus, we rarely use it. WHY? (1)
Most people are confused as to what is meant by consensus. They
mistake consensus with changing people's minds--getting everyone
to agree and go along with a proposed action. (2) Many people
lack skills in facilitating the development of consensus. As a
result, meetings tend to ramble when consensus is called for,
and limited progress is made.
(3) There
are individuals who would rather dominate a group than listen
and learn from the opinions and suggestions of others. They use
their powerful personalities, verbal skills and parliamentary
procedure to influence and control the group. (4) We have been
indoctrinated into believing that voting (majority rule) and Robert's
Rules of Order are the only democratic way to involve group members
in the decision-making process. Tradition keeps groups from trying
other, more productive methods.
What Is
Consensus
Consensus
is agreeing to work together until the group can find a solution
that everyone feels good about--without compromising anyone's
strong convictions or concerns. Consensus means being willing
to modify your proposal, your suggestions, what you feel should
be done, in order to incorporate the views and suggestions of
others. It often means combining diverse opinions into a mutually
acceptable course of action. Consensus involves postponing "the
making of a motion" until all have had a chance to express
themselves on the issue, and various possible solutions have been
identified. It involves modifying the solutions proposed and searching
for other alternatives that might be more agreeable to everyone.
Consensus
is developed by listening to others, showing empathy and respect,
valuing their thoughts and concerns. Group decisions sometimes
take longer to make when developed through consensus, but such
decisions usually require less prodding of group members in ensuring
follow-through than do decisions made through majority vote. In
most cases, if done properly, consensus takes no more time than
majority vote. People tend to be cooperative when encouraged to
do so.
Note: It
is not the intent of this discussion to conclude that all decisions
would be better made through consensus. Majority vote is quite
appropriate for routine and less important decisions, particularly
where little commitment or follow-through is required of the voters.
A vote is also useful in formalizing a decision once consensus
has been reached.
FACILITATING
CONSENSUS
The following
techniques can be helpful in facilitating consensus within a group:
Explain
to the group the meaning and value of consensus. Make use
of the preceding paragraphs. Explain the benefits of consensus
development in terms of stronger commitment and follow-up.
Clarify
the problem/need/concern. Take time for all who wish to voice
their concern and interests on the issue under discussion. The
chair/discussion leader should summarize each person's comments.
This clearly demonstrates that the person has been heard. Such
paraphrasing also tends to reduce repetition and control any tendency
to ramble. For consensus to develop, people must feel they have
been listened to and understood. An alternative would be to go
around the room and have each person in turn briefly express his
or her concerns or suggestions on the issue before the group.
Avoid discussing possible solutions until consensus has first
been reached on the nature of the problem, need, or concern.
Modified
Brainstorm. Conduct a brief brainstorming session to generate
a list of alternative solutions. Make a list of these suggestions,
preferably on newsprint or a blackboard for all to see. An essential
ground rule in brainstorming is no discussion, except for questions
of clarification. Postpone any discussion of pros and cons of
the alternatives presented until all ideas and suggestions have
been heard. Premature debate keeps many good ideas from being
shared. Listen, and show you value each person's input.
Break
down into small groups for debate. It is physically impossible
for everyone to be heard and to be personally involved in deciding
an issue when the group is larger than ten. Instead, briefly break
into smaller groups of six to ten and have each discuss the question
before the group. After the designated time, have each small group
briefly report recommendations. A brief joint summary session
is usually all that is then necessary to identify consensus and
work out any differences among the small groups.
Set a
time limit. For example, "let's take the next twenty
minutes to discuss and decide on the action(s) we wish to take."
Periodically remind the group of the amount of time left. Time
limits usually increase group productivity. A time limit of fifteen
to thirty minutes is suggested, depending on the magnitude of
the question under discussion. Don't, however, force a group to
make a decision before it is ready. Encourage the group to discuss
and modify the proposed alternatives until one is found that is
acceptable to all.
The chairperson
or discussion leader actively "facilitates" discussion.
The chair/discussion leader can effectively facilitate consensus
only by remaining neutral and not participating in (or trying
to influence) the content of the discussion. It is the chair's
responsibility to ensure an open and balanced conversation flow
in which everyone has an equal opportunity for expression, with
no one dominating. The chair should protect participants from
put-downs and intimidation.
The chair/discussion
leader can further facilitate consensus by "reading"
the group, by sensing the mood of the group, by observing the
group's reactions, e.g., "From the discussion there seems
to be a lot of interest in.... Am I reading the group right?"
"There appears to be (appears not to be) consensus on...."
Helping the group to openly acknowledge areas of agreement and
disagreement speeds up consensus development. If someone appears
reluctant, uninterested or opposed, the leader asks that person's
opinion, e.g., "Bob, how do you feel about this?"
Focus
on areas of agreement. When a group gets bogged down arguing
over differences, jump in with, "It seems we lack consensus
on.... Let's move on to areas of greater mutual concern."
Don't allow differences within the group to overshadow areas of
accord. This does not mean that the area of disagreement should
be covered up and forgotten; it just means that the group is not
yet ready to take action in that area. You might later wish to
go back to the area of disagreement, after an appropriate break.
Consensus development is not a process for working out strong
differences, or of getting others to think like you do. It rather
is a group process for identifying those areas in which there
is sufficient common interest to take action.
If you
have difficulty forming consensus, try "negative voting."[3]
Once a list of suggestions or alternatives has been generated
through brainstorming, review each item, asking "Let's have
a show of hands as to who could not go along with proposal A.
Okay, proposal B. Raise your hand if B is not acceptable to you."
Etc. Then go back to the proposal which had the least opposition.
Ask the dissenting individuals to express their reasons for opposing
it. Ask the group as a whole to generate changes that might satisfy
one or all of the dissenters. Then ask if everyone else can live
with these changes. Raise other alternatives, e.g., "Have
you thought about...?" "Would it be more acceptable
if...?" Protect individuals from being coerced by the rest
of the group. Work to turn objections into positive alternatives.
In conclusion,
consensus development can be effectively used in many types of
group decisions--from goal setting to problem resolution to the
initiation of group action. While reaching consensus may not be
necessary in all situations, it becomes particularly important
in making major group decisions where some sort of commitment
and follow-through are expected of the group members/participants.
The process of consensus building can strengthen personal commitment,
better ensure follow-through, develop team spirit, and create
a positive working climate within the group.
EXERCISE:
Now try it!
Anticipate a situation when your group will be required to make
a decision. Prepare notes that will help you introduce the idea
of consensus decision making and lead the group through the process.
Ask a colleague to observe the process and give you feedback after
the meeting. |
