Moving Out Of The Box: Tools For Team Decision Making
by Jana M Kemp /
2007 / English / PDF
784.4 KB Download
Project teams are the rule rather than the exception in today's
organizations. But thanks to the pressure of performance goals,
conflicting agendas, and political jockeying, few teams make
superior decisions consistently. Instead, team members
communicate poorly or not at all, avoid provocative discussion,
occasionally stab each other in the back, or in many other ways
forget that their job is to make decisions that lead the company
forward. Jana Kemp, an authority on team decision making, saves
the day by offering tested methods and tools team members and
their leaders can use to ratchet up the performance level. That
not only makes team projects more successful—it makes work fun.
Project teams are the rule rather than the exception in today's
organizations. But thanks to the pressure of performance goals,
conflicting agendas, and political jockeying, few teams make
superior decisions consistently. Instead, team members
communicate poorly or not at all, avoid provocative discussion,
occasionally stab each other in the back, or in many other ways
forget that their job is to make decisions that lead the company
forward. Jana Kemp, an authority on team decision making, saves
the day by offering tested methods and tools team members and
their leaders can use to ratchet up the performance level. That
not only makes team projects more successful—it makes work fun.
Kemp argues that the way to make good decisions is to have an
expansive group conversation that leads to sound decisions and
swift execution. Sounds simple, but in most organizations, making
a decision and seeing it through can become an exercise in
frustration for managers and employees alike. At one end of the
spectrum are command-and-control decisions, proclaimed from
on-high and implemented through the ranks. Without input or
buy-in from those affected by the decision, this approach can
lead to resentment and backlash. At the other end are purely
collaborative, consensus decisions that often lead to
inoffensive, weak choices and sub-par results.
Kemp argues that the way to make good decisions is to have an
expansive group conversation that leads to sound decisions and
swift execution. Sounds simple, but in most organizations, making
a decision and seeing it through can become an exercise in
frustration for managers and employees alike. At one end of the
spectrum are command-and-control decisions, proclaimed from
on-high and implemented through the ranks. Without input or
buy-in from those affected by the decision, this approach can
lead to resentment and backlash. At the other end are purely
collaborative, consensus decisions that often lead to
inoffensive, weak choices and sub-par results.