NSTP2-Day-3-How-To-Make-Teams-Effective PDF

Role, Task, Responsibility, Source of Power –ROLE of a leader = self-leaders –TASK of a leader = constructive and necessary change –RESPONSIBILITY of a leader = change –The greatest SOURCE OF POWER = trust  DECISION-MA KING Decision-makin...

Role, Task, Responsibility, Source of Power –ROLE of a leader = self-leaders –TASK of a leader = constructive and necessary change –RESPONSIBILITY of a leader = change –The greatest SOURCE OF POWER = trust  DECISION-MA KING Decision-making skills and techniques underpin most aspects of management. The art of good decision-making is complex, encompassing a wide range of personal and interpersonal skills such as fact-finding, logical thinking, analytical ability, sensitivity to others, creativity, and assertiveness. TYPES OF DECISIONS MADE BASED ON HOW MANY PEOPLE GET INVOLVED IN THE PROCESS OF DECISION-MAKING: 1. THE PLOP 2. THE ONE-PERSON DECISION 3. THE HANDCLASP 4. THE CLIQUE 5. THE MINORITY 6. THE MAJORITY VOTE 7. THE SILENT CONSENSUS 8. THE CONSENSUS 1. THE PLOP 2. THE ONE-PERSON DECISION This is quickly made, but later when the decision-maker depends on free or voluntary support from other to implement it, he/she might find himself/herself carrying it out alone. 3. THE HANDCLASP One person makes a suggestion, another says, “What a marvelous idea”, and without further discussion, the matter is decided.  4. THE CLIQUE This decision is made by a small group who plans beforehand to get their way. Because they are better organized than those who disagree, they are often successful on the immediate issue, but they bring a spirit of rivalry rather than cooperation into the group.  5. THE MINORITY These decisions are not consciously organized as those of the clique, but a few powerful personalities dominate the group, often unconsciously, and then later they wonder why others are apathetic. 6. THE MAJORITY VOTE  7. THE SILENT CONSENSUS Some groups aim at unanimous decisions. This is good, if genuine, but they are rarely achieved completely on important issues. Unanimous agreement is sometimes assumed, when some members have not felt free to disagree and have kept silent. c  8. THE CONSENSUS This is an agreement, often involving compromise or the combination of various possibilities after all opinions have been heard. Disagreements and minority viewpoints are discussed fully. It takes time and care to build a climate in which all feel free to express themselves. This method does build unity, cooperation, and commitment.