How Groups Make Decisions (Part 1)

Put a group of people together, invite them to make a decision about something, and what do you get? 

A mess?

Or does it all fall nicely into place? 

As a facilitator, I'm forever dancing in the uncertainty of how things might play out in any given group. (Although, I’m not going to lie… that is often a source of some anxiety for the control freak in me!)

And while there’s a heap of evidence-based theories around how groups best make decisions, there’s also something organic and emergent about navigating this process in a way that isn’t just ‘correct’ but feels right. 

After all, at the end of a decision-making conversation, it’s not enough to simply have an outcome; it has to be one that people feel good about, one they’re committed to, and one that will translate into action.

Over the course of the next few posts, I'd like to explore the question of how groups best make decisions. What does this mean for the way you and I can shape those conversations—whether you’re a facilitator, a leader, or a contributor who cares enough to enhance the quality of these discussions? Both the experience and the outcome.

Crispness of intent

So, where do we start? I believe it has to be with crispness of intent, best summed up in the question: "Are we wanting to make a decision today, and if so, how?" 

This is such a good question because anyone can ask it at any time. It’s important because often conversations appear to be simply an exchanges of ideas—everyone (or maybe a noisy few) pitching in their bit, their perspective—without anyone actually clear on what we’re trying to achieve as a result. In this chaos, some people get louder, while others go quiet.

By asking whether we want to make a decision or reach agreement about anything today, we clarify whether this conversation is simply about an exchange of information or if it contributes to a decision. 

If the latter, who is making that decision? Is it us here, together? If so, we need to figure out how we’re doing that.

Or is this part of a consultation process—where someone is listening and will then make a decision or a recommendation based on what they’ve heard?

Understanding these three ‘buckets’—Information, Joint Decision-Making and Consultation—is crucial. Drawing a clear distinction between them allows a group to align around their purpose and ensure that their process matches that purpose. This may even begin with the question: Is now the right time, and do we have the right people in the room?

So, over to you.... What opportunity do you have to help a group get really crisp on its purpose? Is this conversation merely informational; is it about joint decision-making; or is it consultation? And if so, what does that mean for our process?

As I mentioned earlier, my hope is to keep exploring this topic over the next few posts, and I’d love to hear your experiences, challenges, questions and insights along the way. So please let me know by hitting reply to this email.

Until next time!
Simon