by Ron Siddell
Decision-making: individual. I would submit that
each of you, as well as every other human being, has a preferred way of going
about making decisions. This preferred way is most comfortable, and under
stress, becomes even more pronounced. This doesn’t mean that a person who
typically takes time and likes to gather a lot of information before making a
decision cannot, when necessary, make a quick or snap decision. I’m talking
about preference and comfort. All too often, these diverse ways of making
decisions get us into trouble with others, either by being judged ourselves
or by our judging others. For example, oftentimes people who are quick to
make decisions look at �slow� decision makers as obstructionists, or �dumb,�
or prone to paralysis through analysis. On the other hand, people who prefer
to take time, look at options and gather information look at quick
decision-makers as rash, unpredictable, or always leaving a mess behind
themselves when their rash decisions end up upside-down. Then, �we� have to
clean up after them. I would like to suggest that both approaches are viable
and valuable, depending on any given situation, and more importantly, they
can be complementary.
Decision-making: group. There are a number of ways
to get group decisions: consensus, unanimous, majority rule, or intimidation.
I refer to intimidation with tongue-in-cheek and, although I think it
happens, I certainly do not recommend it. I think frankly that group
approaches, consensus seemingly the most �popular,� go on too much in
organizations and contribute significantly to a lack of clarity about who
decides what, is responsible for what and who is accountable for what�I like
to call it mushiness. I would submit that mushiness begins at the top of
organizations. When I work with people with my decision-making model (http://www.ron-siddell.com/decisionmake.html)
I will generally be asked which method I think needs to be applied most
often. My answer is Consultative, followed by Directive, followed by Group
with Delegative being the least used.
Group facilitation: In your work, perhaps even in
your community life (maybe family, too) you will likely be called upon, at
some time, to facilitate groups. Sticking to the workplace, groups come in
different flavors, such as:
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Intact work group�people who work together on a
regular and ongoing basis with the �facilitator� generally being the
supervisor. (Hard line reporting)
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Cross Functional or what I call matrixed work
group�people working together from different disciplines/departments on an
ongoing basis. Supervision (facilitation) is likely to come from the
organization accountable for results. (Hard or dotted line reporting)
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Project Team�generally under the supervision of a
designated project manager, or lead (not necessarily someone on the
management payroll. (Just about always dotted line, if even that)
I could write extensively about facilitation skills,
especially about interpersonal relationship and communication skills. I
won�t, don�t worry. I will, however, share with you what I consider probably
the most important concerns you could address as a group facilitator.
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First, strive for clarity in everything!!! This
includes the group�s purpose, what it has for resources, and what is expected
from the group in terms of output. If you, as a group facilitator, are not
clear about these issues, stop the show and get things clear. Next, be clear
about roles and decision-making: who is who in the zoo and who will make
decisions and how, and who will influence decisions and how.
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Next, learn all you can about the people in the group
you are facilitating. Find out as much as you can about individuals in terms
of their preferred ways of organizing; are they task or project oriented,
future oriented or �now� people in terms of action, are they open or
protective in expressing themselves, do they make decisions quickly or do
they need lots of information, do they like change for the sake of it or do
they need reasons for change?
Lastly, develop and practice your ability to listen. It
seems to me that listening is the most important skill among interpersonal
skills. Unfortunately, I think it is the most underused.