Here's Part II of a catalog of group decision processes. Check out "Decisions, Decisions: I," Point Lookout for November 17, 2004, for more.Time-boxed consensus
gives the group
a low-risk opportunity
to practice consensus
- Time-boxed Consensus
- The group reaches a consensus before a specified deadline. If it fails, another pattern (usually Authority) kicks in.
- This approach can mitigate both the efficiency risk of Consensus, and the alienation risk of Authority. It can be especially helpful in a polarized environment, where it gives the group a low-risk opportunity to practice consensus.
- Majority Vote
- A conventional aye/nay vote. If the number of ayes exceeds a preset threshold, the proposal is accepted. If the threshold is more than half, this method is called a supermajority vote.
- This procedure allows more dissenters than consensus, which speeds decisions, even in a polarized environment. But that strength is also a weakness — it can foster the development of factions, and if a proposal is adopted, the minority often feels alienated. Decisions by thin majorities in a polarized environment can exacerbate polarization.
- In every method except Authority, the authority's vote is just one among equals. The Veto enables the authority to negate a group decision, which mitigates the risk of groupthink.
- This procedure is rarely used in business, and even more rarely is it declared openly. The risk of alienation is extraordinary.
- A somewhat safer approach is a technical veto, which overrides the group's decision on the basis of legal, ethical or regulatory grounds. Even a technical veto can risk alienation, but at least the authority is less directly involved.
- Expert Subgroup
- The decision is delegated to an expert subgroup, which then uses any of the other patterns to reach a decision, and the larger group is then bound to adopt the result. If the subgroup's decision isn't binding, then no delegation has actually occurred — instead, it's just a committee study.
- Expert Subgroup delegation addresses the risk of slower, more cumbersome processes such as the various forms of Consensus, but it introduces some risk that flaws and alternatives won't be fully illuminated or considered. It can work in a polarized environment, provided all major factions are represented. Even if they are, if one faction is small, this method increases the probability of blockage by a lone dissenter, because the body is smaller, and it subjects that dissenter to much greater pressure. This threatens the credibility of the result, because the expert subgroup can be seen as an isolation tactic.
A common source of trouble with any of these methods is confusing the content decision with the process decision. Be clear about the difference: deciding whether to decide, by when to decide, how to decide, who will decide, or what pattern will be used are process decisions. Blurring the content decision with any of the various required process decisions can introduce tension and conflict — and keep you from deciding anything at all. First in this series Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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Forthcoming issues of Point Lookout
- Coming September 26: Congruent Decision-Making: I
- Decision-makers who rely on incomplete or biased information are more likely to make faulty decisions. Congruent decision-making can limit the incidence of bad decisions. Available here and by RSS on September 26.
- And on October 3: Congruent Decision-Making: II
- Decision-makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit. Available here and by RSS on October 3.
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