The Dialogic Team as a Decision-Making Forum

Making decisions in a team

What does your team need to deliver the goods and services within time and budget?

It is easy to overlook the obvious – that people are employed to make decisions. Individuals and teams are given a level of authority to do so, and are expected to be accountable for the decisions they make. So, on Day Two we consider team decision-making.

Could you and your team be better at making decisions?

Perhaps you have not given much thought to this essential organizational skill? How do personally make decisions? And your closest colleagues - those with whom you are interdependent – how do they make decisions. What about your team – how well does your team make decisions? Are the right decisions generally reached in a timely way?

We will introduce related thinking to deepen the enquiry, including:

  • Dialogic decision-making
    What is the relationship between dialogue and decision-making? This is the key question! Your ‘story’ is your best understanding of what has happened, is happening and will happen. That story is what makes your decisions. If so, then you might want to check your story against others’ understandings. How genuine and open are you, and how open and genuine are others as you do so?
  • Did you know that there is a structure to every decision?
    There are conditions for good decision-making, and skillful processes to avoid decision-making. Together we will explore the basics of this essential skill - making decisions in a team.
  • Whose decision is it?
    Have you spent time and energy in your team addressing a decision, only to find it is not yours to make? Has what was termed consultation sometimes turned out to be instructing? And does your team ever avoid decisions by taking all its time to hear reports, leaving two or three people to make the decisions behind closed doors after the meeting?
  • Do people act on a decision? Do they even know when a decision has been made?
    Without a clear team process, the same decisions are raised repeatedly, either because it was not clearly acknowledged that a decision had been made, or because people did not follow through with the consequent actions. Such behaviour is not just typical, it is rampant. Why?

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