CC#09 move to action.

Even with the full pool we are often fail to convert ideas into action because.

• unclear expectation on how decision will be made.
• they do poor Job on acting on decision they made.

Dialogue is not decision making. The beginning is risky because you have to create the saftey the end is dicey because you aren’t careful on how clarify the conclusion and decision flowing from your pool. You can run into violated expectation later on. This happen by either how are we going to decide? Are we ever going to decide?

DECIDE HOW TO DECIDE. Because every one is invited to share meaning doesn’t mean they are guaranteed to take part in making decision. Make it clear who will involved and why?

When the line of authority is clear. VP’s don’t ask employee for product lines, parent don’t ask child for curfew.

When the line of authority is unclear, all the party needs to get their meaning into the pool, including who should make the final choice. If you don’t make decision of who will decide why? And opinion vary widely, you are likely to end up in a heated battle that can only resolved in court. Jointly decide how to decide.

THE FOUR METHOD OF DECISION MAKING. Command, consult, vote, consensus. These four options represent increasing degree of involvement. Choose one that suits their particular circumstances.

Commond. Either outside forces out demand on us so we have no room to wiggle or we don’t care enough to be involved. In commond decision customer set the price, government decide etc. it’s not our job to make descison but how to make it work. In strong team and great relationship we often turn the final decision over someone we trust to make a good decision. We don’t want to take time ourself.

Consult. In consulting decision maker invite others to influence them. Wise leader, parents and couples frequently make decision this way. They gather ideas, evaluate options and make a choice.

Vote. It is best suited when the effecieancy is highest value. When you are selecting from the a number of good choice, memeber realize they may not get the first choice. But frankly they don’t want to waste time talking issue to the death. They may discuss for the while and then call for the vote. It is great time saver. Don’t use when members are not agreed.

Consensus. This is great blessing and frustrating curse, you talk until every one is honestly agree. It can create great unity high quality decision if misapplied can be horrible waste of time. Use it in high stakes and complex issue where everyone needs to support it.

HOW TO CHOOSE.- four important questions.

• who cares - determine who genuinely want to be involved along with who will be affected.
  • who knows - identify who has expertise you need to make the best practice.
  • who must agree - think of those who’s co-operation you need in the form of authority.
  • how may people worth involving- your goal should be to involve as minimum people as possible considering the quality and support.

MAKE ASSIGMENT - when you involve 2 or more people there would be confusion. To avoid common traps..

Who, everybody’s bussiness is no body’s bussiness. If you don’t make an actual assignment to actual person. Nothing will get done. When it comes to assignment there is no we, a we means not me. Assign a name to every reponsibilty. If you assign 2-3 people to take task, assign one as responsible party.

Does What, the fuzzier the expectation the higher the likelihood to be dispointed. Better spend time upfront to clarify exactly what you want rather than waste of resources and hurt feeling. Use contrasting.

By Whne, instead of giving deadline, people simply say someday. And assignment finds the way to bottom line. Assignment without timeline are far better to produce guilt than stimulating actions.

How wil you follow up, how often and by what method you will follow. Simple email, milestone or full report in a team meeting. If you want people to be accountable you must give them opportunity to account. Build an expectation to follow up into every expectations.

DOCUMENT YOUR WORK. Record details of conclusion, who does what by when, hold people accountable. Not only you increase their motivation but create a culture of integrity.