How to Steer Clear of Group Decision-Making Churn
We’ve all been there: An important decision needs to be made. It’s got high stakes for multiple parties, each with different perspectives and goals. And…things start to go off the rails almost immediately.
No one person has the authority to make the final call — or if someone does, no one’s sure who that person is. Conversation swirls and discussions go round and round with no resolution. You’re just about to land on a path forward that works for everyone when a new player shows up with their own opinion that, in a not-so-surprising twist, conflicts with the solution everyone else was getting comfortable with. Momentum stalls. Solutions get watered down. Timelines extend into an infinite horizon. Teams that build products or serve customers can’t execute, and waste energy treading water. No progress is made, no value is delivered, and nothing new is learned. Everyone is frustrated and exhausted. It’s the worst.
Why is making decisions like this so hard? There’s no one answer — but often the difficulty stems from a combination of unclear authority and strategy; conflicting incentives, goals, and priorities; discomfort with conflict; an aversion to failure; and a desire for control and predictability. That’s…a lot. Luckily, those challenges can be tackled through effective org design. Here, we cover just one method, a simple yet impactful set of heuristics you and your team can use to drive focus, enable participation, foster dialogue rather than debate, and make decisions together more effectively.
A note on what we mean by simple: While the heuristics below seem straightforward, they can be challenging to apply in work cultures that tend to avoid taking risks or leaning into uncertainty. Be kind to yourself and keep practicing!
When you’re considering someone else’s suggestion or proposal
Here are some questions to ask yourself when responding to a suggestion or proposal a teammate has put forward. If you answer any with “Yes,” then chances are your contribution will help the team make a thoughtful decision — so jump on in! If you answer any with “No,” take a beat and save everyone’s time and attention for when it’s truly needed.
Is your question or statement likely to meaningfully change your perspective, recommendation, or consent on the decision? (Or are you trying to make it perfect, share a neat idea, or get some airtime?)
Is your question or statement truly in service to the team? (Or are you trying to sound smart, manage individual risk, or protect territory?)
Is your question or statement about the decision itself? (Or are you getting into the weeds before you know what you’re planting?)
Is your question or statement about something that can be known or predicted? (Or are you hoping to clarify the inherently foggy future by speculating or pushing for certainty?)
Is your question or statement moving the discussion forward? (Or are you trying to reopen a settled matter you weren’t 100% satisfied with?)
Is your question or statement focused on the main discussion? (Or are you pivoting the conversation to satisfy an individual need or curiosity?)
When others are considering your suggestion or proposal
Next, here’s a set of questions you can ask yourself if you’ve put forward a suggestion or proposal the group is discussing and you’re fielding questions or concerns in the hopes of making an actual decision.
Are you answering the question that was asked? (Or are you providing extra background info?)
- Yes? Keep providing context — but stay focused on the specific question that was asked.
- No? Stop and ask if the question has been answered. Trust that people will ask follow-ups as needed.
Are you answering the question that was asked? (Or are you defending your reasoning?)
- Yes? Great job!
- No? Assume people are giving you the benefit of the doubt. Resist the urge to go on the defensive and instead focus only on answering the question.
Are you answering the question that was asked? (Or are you answering questions you assume are implied?)
- Yes? Epic! Keep it up.
- No? Stop, let go of your assumptions, and ask if anyone has any other questions.
Are your answers focused on the present decision? (Or are you pivoting the conversation to a related but different topic?)
- Yes? Grade A! You’re on the right track.
- No? Stop and ask if the person has any other questions about the current decision.
Asking yourself these 10 questions — and deciding how to show up based on your honest answers — won’t unlock the perfect strategy or land a dream customer (at least, not directly). That’s not what they’re designed to do. What they can do is help you remove friction so you can make better decisions faster and dive into what you want to be doing: the best work of your life.
If you want to take your group decision-making to the next level, check out our article on how to create an empowered organization using participatory governance.
The Ready is an organizational design and transformation partner that helps you discover a better way of working. We work with some of the world’s largest, oldest, and most inspiring organizations to help them remove bureaucracy and adapt to the complex world in which we all live. Learn more by subscribing to our Brave New Work podcast and Brave New Work Weekly newsletter, checking out our book, or reaching out to have a conversation about how we can help your organization evolve ways of working better suited to your current reality.
Zoe Donaldson and Ali Randel contributed significantly to this article.
