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Tip 424: Withhold your ideas until last if you want to encourage others' input. |
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This strategy makes sense if you're in a position of power to make the final decision. If you state your views first, your team may lapse into groupthink and let the matter pass without expressing concerns or opposing views. When that's the case, toss out the issue, minus your opinion, and ask for others' reactions first. The responses may be more honest. |
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Tip 425: To shorten the decision-making process, call for a vote. |
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Yes, I know the nice thing to do is to build consensus so that everybody agrees with every decision. On occasion, that never happens. When you feel bogged down, call for a vote. Voting brings the matter to closure. |
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Tip 426: To shorten the decision-making process, abdicate your right to make a decision. |
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Your second alternative to end frustration when the team can't come to a decision is to call attention to that fact. "It seems that we just don't have enough information to make a thorough analysis. I suggest that we leave the decision to Jack and his departmentthat they finish their research and then make their decision based on that information." Nobody says you have to accept all authority handed to you. |
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Tip 427: Call for a Q&A session at the end. |
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Although many people allow questions and answers at the end of oral presentations, some do not think to do so at the end of meetings. Frequently, the questions will be about how to carry out actions or conclusions decided in the meeting. Never leave a meeting with fog still hanging in the air. |
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Tip 428: Thank others for their contributions. |
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Even bad ideas have some merit. "Thanks, Joel, for bringing up the analogy of the socks. That provided a simple way to look at things." If the ideas were helpful, new, insightful, resourceful, supportive, convincing, relevant, or any combination of the above, say so. Commendations keep them coming. |
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