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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)
close this folderDecision-making I
View the document(introduction...)
View the document33. Separate the managers from the leaders30
View the document34. Back up your decision-making with planning31
View the document35. Don't let decision-making bring you down32
View the document36. Some suggestions on decision-making:
View the document37. Be decisive! Take action. A decisive person will almost always prevail only because almost everyone else is indecisive33
View the document38. Don't put too much reliance on data. If a quantitative analysis conflicts with common sense, abandon the data34
View the document39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it35
View the document40. Don't analyse a problem to death. Avoid ''paralysis by analysis''36

39. Consensus seeking is a time-wasting, levelling influence that impedes distinctive performance. Avoid it35

The following may seem to be a sacrilegious quote, but the author means it, and makes a strong argument for teamwork, but against consensus.

"I believe consensus is one of the great bogus concepts of our day. It is incredibly time-consuming to achieve, so much so that it is thoroughly impractical; and when it is achieved, it seems far more likely that what has been accomplished is a stroking of pampered egos rather than selecting a distinctive course of action."

"Sometimes a decision-making group will have consensus or virtual unanimity on an issue. This occurs when decisions almost make themselves and hardly any discussion is needed. Most times, however, when knotty issues are presented, each person sitting around the table has a point of view and a stake in events. No matter how sincere you are about the, good of the order, in fact, because of your sincerity, you will often have strong beliefs in opposition to one or more of your associates. To achieve consensus in a group like this is to have found a common denominator so low that nobody cares about what gets decided.

The original issue that divided people has in effect been swept under the rug, and will probably surface again."

"What a team needs to be taught is the joy and camaraderie of sharing in the decision-reaching process. And to enter into that sharing at all times. As a team leader, teach this and you'll really have something authentic! This is buy-in that counts."

"When you make a decision apart from your team that your team helped you make, explain that decision to them before announcing it."

"If this requires calling a special meeting, by all means call it. It need last only a few minutes. Attendees may not even need to be seated."