LEADING DECISION GROUPSAPAMSA Leadership Development Module

Leading Decision Groups

Leadership role can be shared but is often delegated to one person conducting the group meeting

Group leaders must guide discussions, facilitate information exchange, ensure comprehension, and confirm agreement on decisions

Goal: Involve all participants, minimize hostility and withdrawal, regulate behavior, resolve behavioral issues

Task-Oriented Behaviors

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Task-Oriented Behaviors

Leading Decision Groups

A considerable amount of skill is needed to avoid being either too passive or too domineering

Identify the most important aspect in guidelines for Leading Decision Groups to ensure a systematic and balanced approach to problem solving and decision making and briefly describe an example why this is the case

Leadership Challenge (18)

Leading Decision Groups

Meeting preparations

Share information Identify problems Brainstorming Evaluate ideas Encourage

participation

Build on ideas Systematic

problem solving Integrative

approach Reach consensus Clarify

responsibilities

Guidelines For Leading Decision Groups

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Inform people of the time, place, and agenda for the meeting

Ensure adequate guidance for persons asked to present during the meeting

Reports to be discussed during the meeting can be distributed in advance with the agenda

Meeting Preparations

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Share important information with all persons present

Include a brief description of problems, timing of events, and what has been attempted to resolve the issue

Distribution of this information in advance of the meeting allows people more time to review it

Share Information

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Objectively identify the problem without placing blame or offering any solutions

It is important to present and discuss facts without adding too much interpretation

Stay focused on the issue and give equal consideration to all suggested solutions

Identify Problems

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Schedule time in your agenda to just brainstorm possible solutions

Create a list of all suggested solutions so they are not forgotten

Encourage the group to think out of the box and consider ideas that may be intricate, silly, or extreme

Brainstorming

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

After your brainstorming session, schedule time to evaluate each suggested solution

Do not write off solutions at first glance or prior to discussing all options

Consider each suggestion in equal measure, list and discuss the pros and cons

Evaluate Ideas

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Silence can be misinterpreted as a sign of agreement rather than dissent

Request individuals who have not spoken to speak

Devise a way to make suggestions anonymous

Do not allow anyone to dominate the conversation, intimidate others, or make derogatory comments

Encourage Participation

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Restate all suggestions and try to build upon their strengths

Identify shortfalls for each idea and consider how it can be modified to improve the idea

Request that those who identify weaknesses in an idea to also suggest a way to correct the deficiency

Build On Ideas

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Systematically identify the advantages and disadvantages with each suggested solution

Discuss constructive ways to correct weak points for each idea

Evaluate and compare suggested solutions and agree on an overall ranking for each option

Systematic Problem Solving

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

“The best of both worlds”

Consider consolidating several ideas and their best features into one integrative solution

Incorporate essential qualities and priorities of each idea

Integrative Approach

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

Encourage the group to reach a consensus and agree on a single course of action

Voting may also help finalize a group decision

Once a consensus or majority vote is reached, declare the decision being made

Resach Consensus

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Leading Decision Groups

With a course of action determined, delineate necessary action steps and assignment of persons responsible

Arrange for a scribe to take notes and distribute a summary of what was discussed and decided at the meeting

Clarify Responsibilities

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)

Task-Oriented Behaviors

Leading Decision Groups

Group leaders must guide discussions, facilitate information exchange, ensure comprehension, and confirm agreement on decisions

Apply these guidelines to ensure a systematic and balanced approach to problem solving and decision making

Summary

Task-Oriented Behaviors

Fundraising

Our next module discusses guidelines to better organize fundraising efforts

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Task-Oriented Behaviors

G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 343-346

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