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Decisive, Not Divisive
Projects@Work
(October 19, 2009)
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Bad choices. Endless bickering. Lost opportunities. Wasted time. Does your team suffer from any of these decision-making ills? If so, it's not alone.
Many project teams trip over common obstacles while making crucial strategic choices. For example, stakeholders hit an impasse because they can't look beyond their own group's interests to see what's best for the organization overall. Or project leaders never clarify who's accountable for which decisions, and thus repeatedly revisit their choices. Or team members don't know how to work through conflicts constructively, so discussion degenerates into personal attacks.
A new Harvard Business Review article collection, What Makes A Decisive Leadership Team, provides a playbook for avoiding these and other decision-making traps. For breaking decision-making impasses, for example, HBR author Bob Frisch recommends that project leaders:
1) Specify desired outcomes, so team members make choices with the organization's best interests at heart
2) Articulate decision roles, such as who provides input and who decides courses of action.
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