Group Decision Making Quality

Influences through Styles of Group Decision Making

We have applied modern research about decision quality with material found in Vroom and Yetton’s robust volume, “Leadership and Decision-Making”. Here they identify eight styles of group decision-making. Modern research has well proven that groups typically make higher quality decisions than the smartest person in the group (ie, individuals).  Therefore, it is relatively easy to…

Facilitating Team Charters

A Toolbox for Facilitating Team Charters and Project Plans

Modern leaders facilitate the development of consensually owned team charters, including work breakdown structure (WBS). You can create additional time for yourself by facilitating team charters with members who build their own activities and support requirements to help you reach your project objectives. Project Tools (below in italics) will help you build robust team charters and projects plans. For your benefit, each link takes…

Appreciative Inquiry: Explore the Possibilities

Appreciative Inquiry — A Facilitative Path for the Future

Organizations seeking to change HOW they work may consider Appreciative Inquiry. The Appreciative Inquiry approach evaluates various viewpoints and to create an evolutionary path for the future. It leverages brainstorming, prioritizing, sub-teams, and various other tools we’ve discussed elsewhere, putting them in the context of: “ . . . study and exploration of what gives…

Range of Meeting Leadership Styles

Understanding the Time and Place for Individual Versus Group Decisions

The continuum of leadership behavior provides one context for understanding the best time and place for individual decisions versus group decisions. That continuum, as illustrated below, ranges from the completely subordinate-centered approach to the completely leader-centered approach. In between these extremes are another four types that blend or offset the “center” perspective. Both approaches can…

Decision-Making Leadership

Decision-Making: Focus on Strategic, Operational, OR Tactical Issues

Scope creep wreaks havoc on projects and decision-making. Meetings also spin out of control because the leader allows the co-mingling of strategic, operational, AND tactical issues. Each deserves a different approach, preparation, and decision-making. Do NOT allow your meetings to jump back and forth between different issue types. Many people spend a large portion of…

Overconfidence

How Experience and Qualifications Amplify the Fallacy of Planning (i.e., “Overconfidence”)

Research by Ana Guinote and Mario Weick shows that people in positions of power are particularly ineffective planners. People who feel powerful focus on getting what they want and ignore the potential obstacles that stand in the way. Here is the fallacy of planning: the planning efforts of powerful people rely frequently on “best case…

Scenario Planning Support

National Intelligence Council Support for Facilitating Scenario Planning

The FAST Professional Advanced Facilitative Leadership training covers a methodology and explains the need for facilitating scenario planning. Therefore, if you find yourself in that role, consider purchasing the USD$2 Kindle version of “Global Trends 2030: Alternative Worlds” to support your methodology and preparation. Future Scenarios For instance, Robert Moran’s excellent summary can be found…