TJ - The Publication for Learning and Development

Collaborative decision making

By Howard Hills (July 2004 Issue)
0 Comments Comments
Article Rating:

Poor Best

Email to a friend | Print Version

Making decisions that work and are implemented is a key organisational competency. Applying an understanding of personality to a team aids the effectiveness of decision-making. Recognising the diverse contributions made by team members ensures a wider view is taken, and increases the probability that the decision will be accepted and implemented by others.

You may feel that your organisation or team already makes effective decisions. Your team members may feel they make effective decisions. The first step in learning any new skill is to recognise unconscious incompetence and this is where the article starts.

Before your team is willing to learn to make effective collaborative decisions, team members need proof that:

* they are not competent already, and

* there is value in acquiring the skill. I will provide a method for checking both of these, and will start with the latter. ...

 

We have only displayed above the opening paragraph of this article. If you are a TJ subscriber, login now so you can download a PDF of this article in full, free of charge. For non-subscribers the PDF can be purchased for £9.00 see the "Buy Now" Option above.

Click here for a free 30 day trial to Training Journal

Back to top | Current TJ

 

Readers Comment

Comment on this story here >

Be the first to comment on this news story