If a ministry organization has made a commitment to a team approach rather than a rigidly hierarchical one, the decision-making process can take on a far different look from one residing with one person. The good thing about the team approach is that it can reflect decisions reflecting the contributions of many people. But this can also be its downfall.
In his book Great Business Teams, Howard M. Guttman identifies certain steps that teams can take to ensure that their decisions are both as speedy and effective as possible.
- Identify the decisions that need to be made. The question is not who will make the decision, but which key decisions the team will be making.
- Identify decision sub-teams. Sub-teams become task forces based on the nature and type of decisions that must be made.
- Assign accountability. The individual who is responsible for driving closure should be process-focused, able to depersonalize and able to see the big picture.
- Set objectives and timelines. Because not every sub-team makes decisions but rather gathers facts, clarify how much authority it has and when it will present findings.
- Select the decision-making mode. There are three basic types: unilateral, consultative and consensus.
- Identify information sources. Learn who should be tapped for information.
- Determine the shelf life of the decision. Few decisions are forever. Set a post-decision review date.
