I’m sure we’ve all been a player in the “decision maker hot potato game”.
The basic “game” is this: no-one really knows who the final decision maker is or no one really wants to be the final decision maker.
Whatever the reason, an issue, along with the responsibility of a decision, ends up deferred to the “team” or passed around like a hot potato.
It is an easy “game” to fall into because no one has to do anything specifically as long as we remain uncertain and no one decides anything.
This “game” can carry on for quite a while.
And this “game” has a way of masquerading as though we are being thoughtful and taking care of business.
When actually the game is really over processing an issue, having lots of confusing meetings, and blurring everything.
Below are some things that can help:
1. State clearly the issue to be decided. (Don’t skip this step. Often we don’t concisely know what the issue is.)
2. Define or clarify who the decision maker is. (Who’s the final word? Who is the person that all advisories and opinions are directed to?)
3. What happens with decisions that are made?
For effectiveness, this last step is vital.
This step is an agreement and commitment that once a decision is made our team focus shifts to how to make the decision successful. Even if we don’t quite agree, we will support it.
Before a decision, we want to hear from everyone fully and with candor.
We are ready for disagreements and accept that they have value; however, once a decision is made, we have a strong allegiance to our decision-making process.
We will move forward, leaving behind the need to second guess and express our distress.
The goal is not harmony.
The goal is unity.
We can’t have success without strong decision making.
We can’t have strong decision making without all our efforts pointed to carry them out.
Strong decisions are how we grow and by their results is how we learn.
The “decision hot potato game” puts our future on hold.
It’s a game we can’t afford to play.
The basic “game” is this: no-one really knows who the final decision maker is or no one really wants to be the final decision maker.
Whatever the reason, an issue, along with the responsibility of a decision, ends up deferred to the “team” or passed around like a hot potato.
It is an easy “game” to fall into because no one has to do anything specifically as long as we remain uncertain and no one decides anything.
This “game” can carry on for quite a while.
And this “game” has a way of masquerading as though we are being thoughtful and taking care of business.
When actually the game is really over processing an issue, having lots of confusing meetings, and blurring everything.
Below are some things that can help:
1. State clearly the issue to be decided. (Don’t skip this step. Often we don’t concisely know what the issue is.)
2. Define or clarify who the decision maker is. (Who’s the final word? Who is the person that all advisories and opinions are directed to?)
3. What happens with decisions that are made?
For effectiveness, this last step is vital.
This step is an agreement and commitment that once a decision is made our team focus shifts to how to make the decision successful. Even if we don’t quite agree, we will support it.
Before a decision, we want to hear from everyone fully and with candor.
We are ready for disagreements and accept that they have value; however, once a decision is made, we have a strong allegiance to our decision-making process.
We will move forward, leaving behind the need to second guess and express our distress.
The goal is not harmony.
The goal is unity.
We can’t have success without strong decision making.
We can’t have strong decision making without all our efforts pointed to carry them out.
Strong decisions are how we grow and by their results is how we learn.
The “decision hot potato game” puts our future on hold.
It’s a game we can’t afford to play.