Adapted from P. Keith Kelly,  Team Decision-Making Techniques . Leader  makes decision and communicates it to the team <ul...
Adapted from P. Keith Kelly,  Team Decision-Making Techniques . Leader gathers input from limited team members, then  lead...
Adapted from P. Keith Kelly,  Team Decision-Making Techniques . Leader calls meeting to collect input, then  he or she  us...
Adapted from P. Keith Kelly,  Team Decision-Making Techniques . Leader and team reach decision that everyone understands, ...
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Decision Tree

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Decision Tree

  1. 1. Adapted from P. Keith Kelly, Team Decision-Making Techniques . Leader makes decision and communicates it to the team <ul><li>When it might be best to use: </li></ul><ul><li>Little time to make the decision </li></ul><ul><li>Team members are likely to support and implement the decision </li></ul><ul><li>Potential Disadvantages </li></ul><ul><li>It may not be best informed decision. </li></ul><ul><li>May have resistance in implementation </li></ul><ul><li>May precipitate resentment from members who were not consulted </li></ul><ul><li>Potential Advantage </li></ul><ul><li>Decision can be made quickly </li></ul><ul><li>Leader has immediate control of the decision </li></ul><ul><li>Implementation can begin immediately </li></ul>
  2. 2. Adapted from P. Keith Kelly, Team Decision-Making Techniques . Leader gathers input from limited team members, then leader makes decision <ul><li>When it might be best to use: </li></ul><ul><li>Need expert opinion of a few people to make informed decisions. </li></ul><ul><li>Team interests are represented by selected individuals </li></ul><ul><li>Potential Disadvantage </li></ul><ul><li>Some members may feel excluded. </li></ul><ul><li>Some members withhold support or even undermine decision </li></ul><ul><li>  </li></ul><ul><li>Potential Advantage </li></ul><ul><li>Provides quicker, better informed decision </li></ul><ul><li>Better likelihood decision will be carried out </li></ul><ul><li>Doesn’t require a meeting of all the team members </li></ul>
  3. 3. Adapted from P. Keith Kelly, Team Decision-Making Techniques . Leader calls meeting to collect input, then he or she uses the input to make the decision <ul><li>When it might be best to use : </li></ul><ul><li>Very important decision to many people </li></ul><ul><li>Synergy may provide good options </li></ul><ul><li>To build common understanding of situation and lay groundwork for implementation. </li></ul><ul><li>Potential Disadvantage </li></ul><ul><li>Takes more time. </li></ul><ul><li>May surface issues or conflicts inappropriate for that meeting. </li></ul><ul><li>If resulting decision is in conflict with input, people may sabotage implementation. </li></ul><ul><li>  </li></ul><ul><li>Potential Advantage </li></ul><ul><li>Group synergy might yield creative thinking </li></ul><ul><li>Could yield better informed decision. </li></ul><ul><li>People feel included and may be more committed to implementation. </li></ul>
  4. 4. Adapted from P. Keith Kelly, Team Decision-Making Techniques . Leader and team reach decision that everyone understands, can support, and is willing to implement. <ul><li>When it might be best to use : </li></ul><ul><li>Change caused by decision requires understanding and buy-in </li></ul><ul><li>Expertise of entire team needed </li></ul><ul><li>Team is experienced in consensus process </li></ul><ul><li>If agreement cannot be reached within allotted time, have agreement for fallback decision-making option </li></ul><ul><li>Potential Disadvantage </li></ul><ul><li>May take more time </li></ul><ul><li>Team members may not have collaborative skills needed to reach agreement </li></ul><ul><li>  </li></ul><ul><li>Potential Advantage </li></ul><ul><li>Educates team thru active participation </li></ul><ul><li>High level of decision support Quicker implementation - more people already engaged on issue </li></ul>

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