Presentation on theme: "A NEW APPROACH TO DECISION MAKING Giving away Decision Making Allowing others to “get into the game”"— Presentation transcript:
A NEW APPROACH TO DECISION MAKING Giving away Decision Making Allowing others to “get into the game”
T RADITIONAL D ECISION MAKING STYLES Democratic Autocratic Collective – Participative Consensus
D EMOCRATIC DECISION MAKING Leader gives up ownership and control of decision and allows the group to vote. Majority vote decides the action Advantages: fast Disadvantage: no responsibility Lack of group and personal responsibility seems to disqualify this style of decision making; however, the democratic style does have it place in business
A UTOCRATIC DECISION MAKING Leader maintains total control and ownership of the decision. Leader responsible for good or bad outcome Leader does not ask for suggestions or ideas from outside sources Advantage: fast and personal responsibility by the leader; in emergency: usually the best choice Disadvantage: Sometimes includes less than desired effort from the people that must carry out the decision, morale and effort may suffer. If the outcome for the decision is not positive, members may feel they could have done a better job, and leader may lose credibility.
C OLLECTIVE – PARTICIPATIVE DECISION MAKING Leader seeks ideas from others in organization Leader maintains total control of decision Leader completely responsible for good or bad outcome Advantages: some group participation and involvement. This is especially valuable when a person is affected negatively by the decision. Individual is informed before decision implemented (no surprises) and usually feels good about the involvement. Disadvantage: fairly slow, time consuming, less security because so many people are involved.
C ONSENSUS DECISION MAKING Leader gives up control Total group involved. Leader not responsible for outcome – complete organization or group owns responsibility Not democratic because everyone must “buy in” Advantages: Group commitment and responsibility, teamwork and good security created because everyone has a stake Disadvantages: very slow and extremely time consuming, a lot of work getting everyone involved, takes skill and practice for a group to learn to work together.(Leadership Management Development Center, Inc 1997)
C REATING AN E NVIRONMENT OF T RUST AND V ALUES Treating others as “image bearers” Recognizing God’s gifts in ourselves and others Trusting others to make decisions in accordance with the way God designed them. Trust “Assured reliance on the character, ability, strength, or truth of someone or something, one in which confidence is placed”
S TEWARDING BY E QUIPPING God designs every human being with a unique giftedness Leaders must: (Exodus 31:1-6,35:30-36:7) Help others identify their gifts and abilities Place in jobs where their gifts are best Equip people to function optimally and trust them to make decisions in their sphere of responsibility
S ERVANT -L EADERS M UST T RUST O THERS Sometimes easier to do a task ourselves Humility is required on the part of the Servant- Leader Lessons of trust Christ trusts the Apostles God trusts Mary with His Son
R EFLECTION Q UESTION Are you doing what you are designed for? Why is trusting other workers so difficult? What can you do to change this?
R EVOLUTIONARY I DEA CEO retains responsibility – yet – gives up power allowing others to make decisions Humans instinctively want to make decisions and be accountable Responsibility to trust others to steward what God gives them Bakke risked because he felt called to treat other human beings as image-bearers
T AKING R ISKS Restraining from using one’s own power Holding on to responsibility but giving away authority to others to make decisions “I’ll check with my employees who know” (journey into humility) Why take risks? No guarantee that effort will be successful Bakke felt it would be rewarded in the end
H EIGHT OF F UN FOR I MAGE - B EARERS Stewardship is all about responsibility God designed us to be stewards We experience great joy when we get to hold and use our responsibility, get to make a decision and the outcome turns out well We have been responsible for what our Creator has asked us to steward = Great Joy
T RUST R EKINDLES H OPE Each of us given a degree of authority Need for a “safe” place to reclaim it Paul taught that a master was to be the divine Master’s representative (Ephesians) Master to treat slaves as God would treat them – with justice and fairness This includes the joy of decision making, just as God shares decision making with us
F AITHFULNESS NOT R ESULTS The Parable of the Talents (Mt 25:14-30) Master experiences and give great joy to two servants who exercise prudent responsibility Third servant doesn’t take risk, but buries talent – “You wicked, lazy servant!” Master’s concern not with results, but with faithfulness
F OUR K INDS OF A UTHORITY 1. Point authority – One person has clear authority to make decision 2. Input authority – Each person on team has right to express opinion and provide input 3. Veto authority – Held by top level leaders 4. Information authority – Right of people in and outside of the team to be informed of a decision once it is made
T HE A DVICE P ROCESS Leaves the final decision to individuals, but forces them to weigh the needs and wishes of the community. Asking for advice is an act of humility, which is one of the most important characteristics of a fun workplace
5 IMPORTANT THINGS HAPPEN WHEN A DVICE P ROCESS USED 1. Draws people whose advice is sought into the question at hand 2. Is an act of humility (“I need you”) 3. Making decisions is on-the-job education 4. Chances of reaching the best decision are greater than under conventional top- down approaches. 5. Process is just plain fun for decision maker because it mirrors the joy found in playing team sports.
R EFLECTION Q UESTIONS What concerns you most about giving people greater responsibility in your organization? What is your company’s actual corporate culture –how does it use it’s resources, treat people on a daily basis? How do you personally affect your organization’s culture How do you relinquish power in decision- making? When someone in your organization fails, what is your protocol for dealing with that failure? How might concept of “stewarding for that failure affect that approach?