Post on 13-Dec-2015
LEADING DECISION GROUPSAPAMSA Leadership Development Module
Leading Decision Groups
Leadership role can be shared but is often delegated to one person conducting the group meeting
Group leaders must guide discussions, facilitate information exchange, ensure comprehension, and confirm agreement on decisions
Goal: Involve all participants, minimize hostility and withdrawal, regulate behavior, resolve behavioral issues
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Task-Oriented Behaviors
Leading Decision Groups
A considerable amount of skill is needed to avoid being either too passive or too domineering
Identify the most important aspect in guidelines for Leading Decision Groups to ensure a systematic and balanced approach to problem solving and decision making and briefly describe an example why this is the case
Leadership Challenge (18)
Leading Decision Groups
Meeting preparations
Share information Identify problems Brainstorming Evaluate ideas Encourage
participation
Build on ideas Systematic
problem solving Integrative
approach Reach consensus Clarify
responsibilities
Guidelines For Leading Decision Groups
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Inform people of the time, place, and agenda for the meeting
Ensure adequate guidance for persons asked to present during the meeting
Reports to be discussed during the meeting can be distributed in advance with the agenda
Meeting Preparations
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Share important information with all persons present
Include a brief description of problems, timing of events, and what has been attempted to resolve the issue
Distribution of this information in advance of the meeting allows people more time to review it
Share Information
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Objectively identify the problem without placing blame or offering any solutions
It is important to present and discuss facts without adding too much interpretation
Stay focused on the issue and give equal consideration to all suggested solutions
Identify Problems
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Schedule time in your agenda to just brainstorm possible solutions
Create a list of all suggested solutions so they are not forgotten
Encourage the group to think out of the box and consider ideas that may be intricate, silly, or extreme
Brainstorming
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
After your brainstorming session, schedule time to evaluate each suggested solution
Do not write off solutions at first glance or prior to discussing all options
Consider each suggestion in equal measure, list and discuss the pros and cons
Evaluate Ideas
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Silence can be misinterpreted as a sign of agreement rather than dissent
Request individuals who have not spoken to speak
Devise a way to make suggestions anonymous
Do not allow anyone to dominate the conversation, intimidate others, or make derogatory comments
Encourage Participation
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Restate all suggestions and try to build upon their strengths
Identify shortfalls for each idea and consider how it can be modified to improve the idea
Request that those who identify weaknesses in an idea to also suggest a way to correct the deficiency
Build On Ideas
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Systematically identify the advantages and disadvantages with each suggested solution
Discuss constructive ways to correct weak points for each idea
Evaluate and compare suggested solutions and agree on an overall ranking for each option
Systematic Problem Solving
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
“The best of both worlds”
Consider consolidating several ideas and their best features into one integrative solution
Incorporate essential qualities and priorities of each idea
Integrative Approach
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
Encourage the group to reach a consensus and agree on a single course of action
Voting may also help finalize a group decision
Once a consensus or majority vote is reached, declare the decision being made
Resach Consensus
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Leading Decision Groups
With a course of action determined, delineate necessary action steps and assignment of persons responsible
Arrange for a scribe to take notes and distribute a summary of what was discussed and decided at the meeting
Clarify Responsibilities
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 343-346)
Task-Oriented Behaviors
Leading Decision Groups
Group leaders must guide discussions, facilitate information exchange, ensure comprehension, and confirm agreement on decisions
Apply these guidelines to ensure a systematic and balanced approach to problem solving and decision making
Summary
Task-Oriented Behaviors
Fundraising
Our next module discusses guidelines to better organize fundraising efforts
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Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 343-346
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