{"id":4865,"date":"2021-07-14T10:09:01","date_gmt":"2021-07-14T10:09:01","guid":{"rendered":"https:\/\/tpcleadership.com\/it-it\/uncategorized\/principles-of-decision-making\/"},"modified":"2025-04-21T17:35:17","modified_gmt":"2025-04-21T16:35:17","slug":"principles-of-decision-making","status":"publish","type":"post","link":"https:\/\/tpcleadership.com\/it-it\/leader-in-via-di-sviluppo\/principles-of-decision-making\/","title":{"rendered":"Principles of Decision Making"},"content":{"rendered":"

When quality decisions are made efficiently, team members are willing to actively support and engage in the endpoint. This buy-in creates a critical momentum, avoiding the sense of limbo that can linger when decision making is postponed or unclear.<\/span><\/p>\n

What makes effective decision making in a virtual setting?<\/b><\/h2>\n

Clearly defined principles and effective decision making is particularly important in virtual settings. \u201cIf you\u2019re sitting side-by-side you often get micro-signals that provide insight into whether team members agree or disagree,\u201d says Peter Wall<\/a>, <\/span>TPC Associate. \u201cBut in a virtual setting, those signals and spontaneous opportunities to check agreement are absent.\u201d So how can you be sure decision making remains effective?<\/span><\/p>\n

Clarity<\/b><\/h2>\n

Before embarking on the decision-making process, a team leader must clarify expectations. Peter explains there can often be confusion as to whether teams need to take a debating approach where multiple perspectives are discussed before a decision is agreed, or if a decision just needs to be made, implemented and accepted, regardless of the degree of consensus.<\/span><\/p>\n

\u201cAlso consider how important it is to get the decision perfectly right the first time,\u201d says Charles Brook<\/a>, Founder and Managing Partner at TPC Leadership. \u201cDo you need all the information and data upfront, or should you take more of a prototyping perspective, get minimum buyable product information, take action and then move it forward when you\u2019ve got more data available?\u201d\u00a0<\/span><\/p>\n

It can be tempting to make a decision and move on, but if the decision hasn\u2019t been recorded and articulated clearly there can be a loss of momentum. Peter explains that once a decision has been made, team leaders must \u201cclarify accountability, timescales and follow-up mechanisms\u201d to ensure the outcome of the decision is realised.<\/span><\/p>\n

\u201cThere\u2019s no greater waste of time than when a decision is constantly revisited simply because someone disagreed with it in the first place,\u201d says Peter. Be clear about what circumstances would necessitate a decision being reconsidered. If something\u2019s materially changed, for example, there is legitimate justification for re-engaging in the debate.<\/span><\/p>\n

Alignment<\/b><\/p>\n

\u201cBuilding alignment, buy-in and commitment is key to effective decision making,\u201d says Charles. \u201cTeam members need to feel involved and allied with the decision in order to fully commit and engage.\u201d\u00a0<\/span><\/p>\n

Make sure you create enough space to check alignment \u2014 in a virtual setting this may take the form of direct questions to every team member.<\/span><\/p>\n

The best team leaders will have strategies to handle differences of opinion \u2014 something to be expected in any team. \u201cCreate a space where it\u2019s okay for people to <\/span>have their say<\/span>\u00a0and articulate if they see things differently,\u201d says Peter. Allow all opinions onto the table but be clear about mechanisms for settling division.<\/span><\/p>\n

Timeliness<\/b><\/p>\n

Timeliness is essential to effective decision making. \u201cOften there\u2019s a thorny topic hovering in the background \u2014 everyone knows it\u2019s going to be contentious but it\u2019s number 7 on the agenda,\u201d says Peter. \u201cBy the time we get to it there\u2019s not enough time, so either we deal with it badly or defer it to the following meeting.\u201d\u00a0<\/span><\/p>\n

Team leaders should also allow time to cater for different working styles. \u201cWhile some people will turn up on the day willing to throw themselves into discussion, others will want time to think and prepare,\u201d Peter explains. He suggests giving team members advance notice of the topic, goals and any data analysis that might drive the decision.<\/span><\/p>\n

What\u2019s the ROI of effective decision making?<\/b><\/p>\n

One of the biggest sources of frustration in any team is wasting time \u2014 the notion of going round in circles and revisiting decisions. \u201cThink about the amount of time you\u2019d get back if you improved your decision-making process by just 10%,\u201d says Peter. \u201cThat time can then be used elsewhere,\u201d adds Charles, \u201cbuilding relationships, having fun or doing more.\u201d\u00a0<\/span><\/p>\n

If you\u2019d like to sign-up for our free virtual teams training modules you can register here.<\/a><\/strong><\/span><\/p>\n

Looking to sharpen decision making in your virtual teams?<\/b> Get in touch with us<\/b><\/a> to find out how we can help.<\/b><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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