Consult-based decisions involve gathering input and perspectives from others before the designated leader makes the final decision.
Primary Implication
What gets missed in most consult decisions by the people the decision-maker is consulting with is the fact that the decision-maker is still going to make a command decision. Their role is to help the decision-maker explore the pros and cons of the decision. To avoid blind spots before a decision is made.
Overview
Consult-based decisions gather input from the group, and then the person with authority decides.
- Consulting is a process whereby decision makers invite others to influence them before they make their final choice.
- Consulting can be an efficient way to gain ideas and support without bogging down the decision-making process through idea gathering, evaluating options, making a choice, and then informing the broader population.
- The most obvious problem with consulting is that people believe that if you involve them in sharing ideas, they get to make the decision. Be sure before people start contributing that they understand that the fact that you are consulting with them does not mean that, eventually, the decision will be made by consensus.
Consulting-based decision-makers use this approach when there are many options, some of them controversial. They know there are many people being affected, and they care about the decision. They also know that they don’t have all the information needed and by consulting with others they are able to gather information relatively easily. When using this approach, keep the following in mind:
- Don’t go through the charade of involving people only to do what you wanted to do all along.
- Announce what you are doing, especially when you are only going to involve a sample of the people who will be affected, and let others know who these people are so they can talk to them if they like.
- Report your decision. Those who shared their opinion, whether you take their advice or not, deserve to know what you decide and why. Don’t try to keep your decision a secret because you fear you will offend people—they will learn soon enough.
The problem with the consult decision-making approach arises in the decision execution when those consulted thought the decision should be “X” or “Y,” and the decision-maker chose “Z.” Blunt this from becoming a problem by circling back to those you consulted with to confirm that you considered their input and why you made the decision you made. Helping them feel heard will help them see the logic you applied to the decision you made.