Making decisions in a group can be a challenging due to various factors. Often, this can result in a prolonged process that does not achieve much. By recognising these potential difficulties and learning how to solve them, the process can be made much easier and manageable. Here are several problems commonly faced and how to possibly resolve them:
- Role-players are unaware of their part in the decision-making process and do not know what impact their opinion will have on the outcome. When people don’t know what their role is, it makes it difficult to engage in the discussion productively as they are not sure whether their opinion is valid or wanted. To combat this, make sure everyone knows what their role in the discussion is and to what effect that will affect the final decision. This allows them to contribute appropriately and understand how to assist.
- Those who are not responsible for making the final decision are made to discuss it. If the people who will be making the final decision are not present at the discussion, there is room for error in judgement by those sent in their place. If the representative is not qualified to suggest action to the CEO, for example, it can have negative consequences. Those making the decisions should be the ones to discuss it, allowing them to fully understand the options and make a more informed choice.
- Those discussing the decision do not have adequate information about it. Misinformation is unproductive and can even lead to the wrong decision being made. Ensure that everyone is informed before the meeting and express the importance of reading this information.
- People form a decision before the meeting has taken place. Many people will enter the discussion having already made their decision, leading to a biased and inflexible discussion. To avoid personal opinion affecting the discussion, encourage participants to voice their preferences before the meeting and explain why they hold their opinion. This will allow each person to understand the perspective of others and go into the meeting with a more open approach.
- People are unclear of how to choose the best decision. It should be made clear what the needs and desires are that call for the decision. This will allow for a more effective and appropriate decision.
- Participants are intimidated by higher-ranking colleagues. If the CEO or senior executive is present, employees of lower status might feel it is inappropriate to give suggestions or fear the backlash of making a suggestion. To resolve tension, have the more senior staff establish their role in the discussion so that everyone knows what is expected of them.
- People ‘agree’ to a decision but are not fully satisfied. To ensure that the decision made is one that everyone is happy with, ask participants to rate their feelings towards the decision from 1 to 5. 1 being they completely disagree and 5 being that they completely agree. This shows how likely a decision will be implemented as well as if the group is happy with the decision made.
- Not enough time is devoted to discussion. Major decisions should not be rushed, and it is therefore important that adequate time is allocated to the decision-making process. Factors such as the number of people in the discussion, the number of items to be discussed, as well as the complexity of the decision can call for longer periods of time needed for discussion.
- The manner in which a group arrives at a conclusion is not logical. The way in which a decision should be made is methodical and has logical reasoning. This can be achieved through careful discussion and debate, and voting to decide on the best course of action.
- The process of making the decision is not working. The facilitator of the discussion should ensure that the method used for discussion is effective for the group by asking for feedback and adjusting as necessary.
Making decisions need not be a tiresome task if these suggestions are implemented. Through careful planning, the process can be highly successful and positive for all involved.
