Insights into Effective Decision Making

Leaders are central to the development of an environment that encourages effective decision making. As CCL discusses in their article “Unbalanced Influence: How Myths and Paradoxes Shape Leaders Myth of Effective Decision Making“. The article discusses how some leader feel that decision making is their right and their responsibility, where “the belief that a decision made at the top level will resolve a problem, crisis or opportunity has lured many leaders astray…” It’s important that leaders help their organisations and teams, to make effective decisions. Keeping decision-making as the exclusive right of the leader negatively affects the leader and organisation as follows:

• Be fickle about a team approach. They value teamwork when it suits them, but then go solo when they want to make a decision.
• Be more focused on time and “making” a decision than the decision-making process.
• Limit input. They shut down group discussion too quickly or set rules about what may or may not be considered.
• Impose undue pressure to act.

Leaders need to focus on creating an environment that support a robust decision-making process, rather than to focusing on making the decisions. To help in the development of a robust decision-making process, the article makes the following suggestions that can help leaders step away from the decision and to take a view of the bigger picture:

• Try again. One of the greatest inhibitors in an organization is the assertion, “We already tried it and it didn’t work.” Experience can be a double-edged sword.
• Slow it down. A quick decision isn’t always the best decision. Get in the habit of asking, “Why do I (or we) have to make this decision now?” Who or what is influencing or pressuring you to make a decision?
• Operate at the edge of chaos. Create an environment where looking at multiple scenarios and alternative solutions is routine. Recognize that new circumstances and complexity change the operating reality. Allow freedom to discover both good and not-so-good ideas. Create a culture where the only bad decision is the one not made (as opposed to the one not made by you).
• Ask questions. Listen to answers. Seek advice from people who don’t behave or think the way you do. Get the ideas of people who have different expertise and perspectives - and listen.
• Let go of your ego. This may be extremely difficult, since self-confidence and a strong ego are often factors in executive success. But releasing the need to be in control, to be right or to have all the answers will foster better decisions and build organizational capacity.
• Get support. Find a coach, colleague or friend who can relate to your world and help you make changes. Ask yourself, “Who is able to fully comprehend the issues and stress I face? Who can help me see how my influencers are coming into play? Who can help me see myself more clearly?”

Creating an environment that results in robust decision making is one of the tasks of the leader as social architect. How effective is your decision making process. Are you a leader that’s created a decision-making bottle neck at the top?