In a recent Wall Street Journal article, Robert I. Sutton, a professor in the department of management science and engineering at Stanford University and co-author of “Scaling Up Excellence,” shared some interesting and important insight into decision-making.
In his article, Sutton makes several points consistent with the fact that all work (i.e., decision making) is part of a process, and every process can be improved.
For example, he first explains that in organizations of all types, how leaders make decisions (the process) is just as important as what decisions they make.
Sutton then described four specific pitfalls associated with the decision-making process that can compromise a leader’s effectiveness as well as the effectiveness and attitudes of people throughout the organization.
The first of these pitfalls involves telling people they have a voice in decision-making when, in reality, they don’t.
“Good decision-making entails consulting key stakeholders—and using their input to shape final choices,” Sutton said. “Doing so improves the quality of the decisions, and makes employees more motivated to implement them.”
Unfortunately, in too many cases the consultation of others is only make believe… it starts out looking like the real thing, but in the end leaders are just pretending that others’ input has some influence over the final decision.
While the motivating force behind the make-believe-consultation can vary — some bosses do it to fool people into getting behind the decision’s implementation, and others because they think the mere opportunity to voice opinions somehow makes people feel better — it doesn’t matter. In the end, pretending to consult others for decision-making purposes and then ignoring their input turns out to be demoralizing. Further, the associated deception and disrespect often causes employees or stakeholders to lose faith in their leaders.
In upcoming posts we’ll look at three additional pitfalls related to “how” decisions are made, and how each impacts all of the people involved.