Not all decision making is created equal. Decision-making comes in all shapes and sizes. Some are complex – some are simple.
It’s reasonable to assume that decisions will be on a spectrum from simple on the one end and increasing complexity as you move to the other end.
When you are making a simple decision, you can use a process something like this:*
You pick your topic, hear the various perspectives and diverse opinions, then move to convergence and a decision.
For example, if you are trying to decide on the paint color for the building you just renovated, a few people meet and share their opinions on what color will work with varying opinions. It usually won’t take too long to agree on what color will work and a decision is made. That type of decision is not usually very challenging and you can go from divergence to convergence fairly quickly.
What about more complex decisions? Let’s say you are wanting to articulate your 3-5 year strategy, start a brand new program that will cost considerable money, hire more staff, or transition to the type of board governance structure that fits your growth. How will you make that decision?
Complex Decision-making – A Framework to Consider
To make complex decisions collaboratively, you need a process that allows better ideas to emerge in between divergence and convergence. You need a groan zone or a space where emergence can take place. The picture looks like this.
In both scenerios (simple and complex decision-making) you have divergent opinions but if the issues are complex, the vocal and influential people will dominate and most likely, push through towards a decision. Part of the group will feel left out and fail to be given an opportunity to speak to the issues until clarity comes.
Without a groan zone (time to feel the frustration, feel stuck, grow tired) the best collaborative decisions will not be reached. If you need a groan zone but don’t allow for it, the best decision will not be made and implementation will be more challenging than you think.
In the groan zone, people are given permission to wrestle with ideas, share without judgment, be listened to, and understand each other. The results of taking a little more time and attentive facilitation during the process will be greater clarity and better decisions.
- Ownership of decisions are broader.
- Follow through keeps moving.
- Greater unity among leadership is achieved.
- Appreciation for the differences in others is valued.
Applied to the Work of Non-profits
Non-profit organizations of all sizes and shapes need leaders who know how to facilitate and understand the decision-making process in a way that fits the issue being addressed.
If you are facilitating internally or bringing in someone from the outside, it’s important to match the process with the issue. You don’t need a hammer to crack open an egg but if you have a cement wall to tear down, you’ll need more than a spoon.
Collaborative decision-making requires tools such as asking powerful questions, world cafe, guided small group discussion, harvesting, re-framing, summarizing, and active listening. When it’s done well, it’s amazing to see how you go from stuck to unstuck, foggy to clear, divergence to convergence.
Questions to ponder
What are some example of complex decisions you need a groan zone to solve?
What do you need to learn to facilitate complex decision making?
*Source: The charts are from “The Art of Hosting” training workbook. The ideas shared are some nuggets gleaned from the book, “Facilitator’s Guide to Participatory Decision-Making” by Sam Kaner.
