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| Involving people progressively in decision-making | | | Vinod Chandrashekhar Dixit | 9/4/2018 10:15:37 PM |
| The decision-making process essentially involves choosing the best among the various alternatives that might be available.
In a business organization like our, decisions are made at all levels, right from the man at the top to down to the first-line supervisor.
However, in any organization, various alternatives are generally known and the process is formalized.
It becomes obvious that information is essential to arrive at any right decision e.g. if you want to go to Mumbai from Ahmedabad, there are various alternatives modes of travel - flight, bus, car, train etc . Which differ in the cost incurred, time taken and also in the degree of comfort they provide you. You can choose to go any one way. Either choose the mode of travel you've always used, i.e. choose by tradition; or pick any one way, without considering alternatives i.e. by random selection.
But there's another way of making this decision; you reason out that since you much reach Mumbai in comfort, without spending too much money, and would also like to use the time to catch up with your reading, you can logically decide to go by a luxury bus. This is, in a nutshell, the basis of decision making.
Tradition chooses one way and is bling to all other ways. You do what you have always done in a given situation and don't even consider the options. Random selection gives equal weightage to all the possible ways. This means you think of all options and then pick any one of them. Analysis considers the advantages and the disadvantages of the various possibilities and selects the best.
Today, just making a decision is not enough. It has to be followed up by action and implementation. And this brings us to another art associated with decision-making; how to make the decision acceptable to those who are responsible for implementing it. Charisma is one way of making the decisions acceptable. A leader with charisma can make his followers suspend their judgement in favour of his judgement. However, such charismatic ability is rare and cannot be easily cultivated.
Another way to make the decision acceptable is to get the implementers involved in the decision-making process. There are basically three stages of such an involvement. The first is to talk with them about the decision and seek information. The second is to seek their suggestions or advice. The third is to get them to evolve the decision. Involvement becomes increasingly greater as we move from the first to the third stage.There are situations, where the subordinates are not ready to accept the responsibility involved in the decision-making. In such cases, the participation procedure becomes a waste of time. However, it is possible to develop them stage by stage so that they learn to trust in the boss and gain confidence in themselves to embark on participative e decision-making.
Involving people progressively in decision-making is also an art and a vital one for the success of the decision. |
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