Decisions, Decisions: I

As I write this, it's Election Day 2004 in the US. I don't yet know what the result will be, but it occurred to me that we're engaged in one kind of group decision-making process. And that got me wondering about how many different variations there are for smaller groups. Here's Part I of a little catalog of commonly used group decision-making procedures. For Part II, see "Decisions, Decisions: II," Point Lookout for December 1, 2004.

Unanimity

Everyone has to agree whole-heartedly.

Unanimity means "the state of being of one mind" and that's about the size of group this works best for: one. For larger groups, if there's even a little controversy, this process is very difficult.

Consensus

Everyone votes either "I agree completely, I will support it;" or "I can live with it, and I will support it;" or "No, I can't live with it and I will not support it." Sometimes this is done by a show of thumbs, respectively, Up, Sideways, or Down. If there's a single down thumb, the proposal is defeated; otherwise it's accepted.

Consensus ensures that any accepted proposal has everyone's support. Some disadvantages: a small number can block any decision; there's a risk of groupthink; and achieving consensus can be slow. It's probably unworkable in a highly polarized environment.

Consensus Minus N

Like Consensus, except that the proposal is accepted with any number of No votes up to N.

This is an attempt to deal with the problem of blocking by a tiny minority, and it can speed the decision. It's more workable than Consensus in a polarized environment if one faction is very small. The big risk: a dissenting minority can feel alienated or "check out."

Multi-voting

When the proposal before the group involves either rank ordering a set of options, or selecting one option from many, simple voting or consensus don't work very well, because they're oriented toward either accepting or rejecting a single proposition. In Multi-Voting, each participant has a set number of votes, which he or she can distribute among the options in any way at all.

One weakness: there's no way to vote No. You might be able to address this by giving people a set of No votes to distribute freely among the options.

Authority

The Authority (or chair or executive or manager or leader) decides, possibly after open discussion.

This method is best for time-critical decisions, or for decisions for which open discussion is inappropriate, impossible, unethical or illegal.

There is a risk of overlooking some issues, and alternative proposals; a risk of ethical conflicts; a risk of bias; and a risk of alienating some stakeholders, who might feel excluded from the process. And if the Authority controls compensation decisions, either directly or indirectly, participants in the discussion might not surface all issues.

Now the only problem is deciding how to decide — and this is just Part I. See "Decisions, Decisions: II," Point Lookout for December 1, 2004, for more.  Next in this series  Top    Next Issue

Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

For a great resource on consensus, see "A Short Guide to Consensus Building", from the Public Disputes Program of Harvard Law School, the MIT Department of Urban Studies and Planning, the Tufts University Fletcher School of Law and Diplomacy, and the not-for-profit Consensus Building Institute.

Reader Comments

Brad Appleton

Great article! This is an issue that I deal with a lot in my work. I wonder if you have seen any of the work of Ellen Gottesdiener. She has a book called "Requirements by Collaboration: Workshops for Defining Needs" and a good article/excerpt called "Decide how to Decide".

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

First Aid for Painful Meetings

The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the agenda for maximum effectiveness.

Smart Bookshelves

If you like to browse in bookstores, you probably know the thrill of new ideas and new perspectives. When I find a book worth reading, I want to own it, and that's how it gets to my shelf. Here are some tips to help you read more of what you really want to read.

Team-Building Travails

Team-building is one of the most common forms of team "training." If only it were the most effective, we'd be in a lot better shape than we are. How can we get more out of the effort we spend building teams?

Managing Hindsight Bias Risk

Performance appraisal practices and project retrospectives both rely on evaluating performance after outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness of many organizational processes, including both performance appraisal and project retrospectives.

Be Choosier About Job Offers: I

A serious error some job seekers make is accepting an offer that isn't actually a good fit. We make this mistake for a variety of reasons, including hating the job-search process, desperation, and wishful thinking. How can we avoid the error?

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming June 25: Meandering Monologues in Meetings: Engagement

In a meeting, a meandering monologue has taken over when someone speaks at length with no sign of coming to a clear point, and little of evident value. This behavior reduces engagement on the part of other attendees, thereby limiting the meeting's value to the organization. Available here and by RSS on June 25.

And on July 2: The True Costs of Contractors

Among the more commonly cited reasons for hiring contractors instead of direct employees is cost savings. But are these savings real? Direct compensation, including perks and benefits, might favor the contractor arrangement, but indirect costs tell another story. Available here and by RSS on July 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info