There is no one right way to make decisions. The situation determines the best style of decision making. One mark of leadership is knowing what style to use and when to use it.

CRUCIAL CONVERSATIONS by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler identifies these four common methods of decision making: command, consult, vote and consensus.

>>>>Command>>>>

These decisions originate from two sources: external or internal. Regulatory agencies such as EPA make decisions externally that effect how we do business. Internally we empower someone we trust to decide and we follow their lead. The hallmarks of command decisions are 1) how to execute them and 2) no involvement.

When circumstances call for orders or commands (to meet a critical deadline or assure safety, for example) give as much freedom as possible to carry out the “command.” Benefits are expanded creativity, taking initiative and developing future leaders. Moving from a “command and control” culture to a collaborative and team based culture takes time. It also takes consistent effort.

>>>>Consultative Decisions>>>>

Getting enough information to make a wise decision involves asking others what they know and how they feel. Consultative decision making utilizes others to influence a decision. As the leader you gather information, weigh the options and decide. You are the ultimate decision maker here.

CRUCIAL CONVERSATIONS suggests that people who contribute their ideas in the consultative process must understand you will make the ultimate decision. It will not be made by consensus.

The authors identify the appropriate circumstances for consultative decisions as: “many people are affected by the decision, you can gather information relatively easily, people care about the decision, and there are many options, some controversial.”

One of the strongest motivating factors for people in an organization is being heard. In developing a strategic plan for a congregation of 1,000+ people, we used the consultative process. Ninety-six percent of the strategies we initiated were accomplished….remarkable for a volunteer army.

The grapevine is a virulent form of communication. Once you have made a decision, quickly announce it and your rationale. People appreciate the truth even if they don’t like it. Truth telling builds trust. Let your team hear the outcome from you.

>>>>Call for a Vote>>>>

Unless there are hanging chads, voting is a rapid method of making a decision. It is useful when you have good options from which to select. Because voting creates a win/lose result, it is best to use voting to decide when people are OK with the outcome if they must live with their second choice. I have witnessed the same issue repeatedly coming up for a vote until the CEO got his desired outcome. Is this thinly veiled command and control?

>>>>Consensus Decision Making>>>>

Consensus decision making is the process of getting to general agreement where most participants agree and any concerns or objections of the minority are  resolved satisfactorily. According to Patterson, et. al. consensus “should only be used with 1) high stakes and complex issues or 2) issues where everyone absolutely must support the final choice.”

This method of decision making requires a willingness to listen to others’ views and to express your own view. This is the most defining characteristic of successful teams. Consensus decision making works well to identify creative solutions that evolve from the rich mix of ideas on the table. Ideas that are dissimilar to each other are presented and new options emerge. Ideas that no one thought of independently and probably couldn’t imagine in their widest dreams become workable solutions. A team is much more enthusiastic and likely to execute a plan or idea they own. In volunteer organizations, for example, enforcing a decision is unlikely. Who is going to fire you?

Consensus decision making is often time consuming and requires significant effort. However, when a high level of trust exists and an organization is skilled at meaningful dialogue, consensus can be a timely and efficient method of making decisions.

The value of consensus decision making is in finding a creative solution to support the team or organization. Inherent in the process is giving all sides a voice and getting all issues on the table. Loyalty to the group decision strengthens the team and the organization. It builds unity.

Good choices more easily flow from a clearly defined vision and mission that everyone from the board room to the broom closet understands. Good choices are related to desired end results. What might be a good choice if the goal is fast response would be a bad choice if the goal is safety first.

“Everywhere you turn, hierarchies are being challenged from below or transforming themselves from top-down structures into more horizontal and collaborative ones,” writes Thomas Friedman in THE WORLD IS FLAT. What is your experience in decision making in your organization and on your team? Have you thoughtfully decided how to decide issues?

Leading on purpose involves making conscious choices. Are you teaching your team to do the same?