CONSENT DECISION-MAKING and SYSTEMIC CONSENSUS have huge potential to improve efficiency and effectiveness of decision-making by LEVERAGING THE DIVERSITY & POWER OF THE TEAM! That is our main conclusion from yesterday’s IBSing call, where we reflected on decision-making in business.
TOP DOWN DECISION (“I am the boss, I decide!”) – popular
😊 quick action, standardisation
☹ missing customer or operational insights, no empowerment
CONSENSUS DECISION (“Let’s make sure everybody does agree!”) – popular
😊 engaging people and motivating
☹ endless discussions, unclear accountabilities
DEMOCRATIC VOTE (“What’s the most popular option?”) – rare
😊 engagement
☹ minorities have little voice
MERITOCRATIC DECISION (“Let the experts decide!”) – rare
😊 if historical experience is relevant
☹ expert identification
UNDERUTILIZED in Business Planning processes:
CONSENT DECISION-MAKING (“I have a proposal, are there any objections before we execute?”)
😊 entrepreneurship, good insights, quick action
☹ good is good enough approach
SYSTEMIC CONSENSUS (“What’s the level of resistance against each option?”)
😊 engagement, relevant insights available, voice of minorities reflected
☹ requires some practice