#8b: Good (and bad) decision-making processes.


As the manager of a team, you have great influence over the decision-making process for any particular decision. This assumes both a clear chain of command and unity of command: your team unambiguously reports to you, and you alone have ultimate decision approval power.

Good decision-making process lies between two extremes: unilateral decision-making, and unanimous consent. I'd suggest avoiding the extremes — the former disempowers your team and risks missing critical information; the latter diffuses responsibility and risks an unclear and unsatisfying outcome.

One good approach is (sufficient) consensus building. When dealing with deep cultural or political issues, or where the chain of command is lacking, this approach can build buy-in while not requiring unanimity.

Related: 8, 8b1, 9c3