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TeamDecisions PDF

The document describes five models of participative decision making: Tell, Sell, Test, Consult, and Join. Tell involves the leader deciding alone and informing the team. Sell involves the leader deciding alone but explaining the reasoning to gain buy-in. Test involves the leader's tentative decision being open to input. Consult involves the team making a recommendation that the leader decides on. Join involves the team making the final decision together or with the leader as an equal voice. Research shows the most effective leaders use all models clearly depending on the situation.

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Birhanu Atnafu
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49 views

TeamDecisions PDF

The document describes five models of participative decision making: Tell, Sell, Test, Consult, and Join. Tell involves the leader deciding alone and informing the team. Sell involves the leader deciding alone but explaining the reasoning to gain buy-in. Test involves the leader's tentative decision being open to input. Consult involves the team making a recommendation that the leader decides on. Join involves the team making the final decision together or with the leader as an equal voice. Research shows the most effective leaders use all models clearly depending on the situation.

Uploaded by

Birhanu Atnafu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Participative Decision Making Model

TEAM DECISION MAKING MODEL


There are five different methods that can be considered when looking at the
involvement of teams in the decision making process. Rick Ross used the
attached model to illustrate each of the five methods. Descriptions of each follow.

TELL - The leader decides and tells his/her people of the decision.

SELL- The leader decides and then explains the situation and why the
decision was made. The leader wants the team to understand the
reasoning behind the decision and wants buy in.

TEST- The leader presents the situation to the team with the leaders
tentative decision. The team is asked to provide input on the decision.
The leader then decides.

CONSULT- The leader presents the situation to the team. The team works
through the issues and makes a recommendation to the leader. The
leader then decides.

JOIN- The leader presents the situation to the team. The team works
through the issues and decides. The leader may or may not be a part
of the team. If they are on the team, they are an equal voice in the
decision.

Most effective Research has shown that the most successful leaders use all of
these decision-making modes. The leader and employees are always clear about
which mode they are operating in.

Less effective A less effective leader uses only one mode, but uses it
consistently. Again, the team members and leader always know which mode they are
operating in.

Least effective The least effective leader uses all of the modes but is not clear
about which mode they are operating in. Team members and their leader guess and
are often incorrect. This makes for a lot of miscommunication and unmet
expectations.

It is important to not give team members any more latitude than the team leader has
him/herself. If a decision has been made, do not allow team members to believe they
can provide input into the decision, if that is not the case. This model can be an
effective communication tool for a team. Once all team members understand it, they
can ask the leader which mode they are operating in. When used effectively it
becomes everyones responsibility, not just the leaders.

For internal use only Bruns Leadership Consulting


Rick Ross also talks about five (5) levels of possible involvement that can be
observed in employees:

ENROLLMENT - This is when the body and soul of the employee flows with the
vision. Their values and vision are really intertwined with the
organizations values and vision. They see their work as being for
the greater good of the company.

GENUINE The employee genuinely agrees with the vision and will work
COMPLIANCE - very hard towards making it a reality.

FORMAL The employee does pretty good work, but their heart is not in
COMPLIANCE - it.

GRUDGING Basically, an Oh, all right, Ill do it attitude. The work barely
COMPLIANCE - gets done, with no extra effort or input.

VISCIOUS The employee does exactly what is asked of him/her, even if


COMPLIANCE - they know it wont work or is inappropriate. There is no value
added and there exists the potential of sabotage.
Participative Decision Making Model

Team Participation Decision Making Model

Leadership

Membership

Tell Sell Test Consult Join

For internal use only Bruns Leadership Consulting

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