5 Levels of Decision Making

Written by J.T. Taylor, M.A.


Continued from page 1

QUESTION # 3. Who needs to be involved with this decision? Good leaders understand that making decisions goes far beyond being in charge and callingrepparttar shots. Decision making is also one ofrepparttar 105071 best developmental tools at their disposal. In order to create momentum around decisionsrepparttar 105072 leader must cultivate commitment. Asking for input, especially from key stakeholders, is critical for momentum and effective implementation.

The Five Levels of Decision Making The following are five levels of involvement leaders use when deciding who should be part ofrepparttar 105073 decision making process:

Level One: Leader makesrepparttar 105074 decision alone. This is used especially in emergency situations where immediate action is critical. Input is not helpful, quick action and immediate compliance is what counts. Level Two: Leader makesrepparttar 105075 decision with input from key stakeholders. The leader seeks input from key stakeholders, usually to cover blind spots and enhance their depth of understanding aroundrepparttar 105076 issue to be decided. Stakeholders hold important information and not consulting them would be foolish. Level Three: Consensus building - leader gets final say. Leader solicits input from a variety of sources, builds consensus around a specific direction, allowsrepparttar 105077 group to make a recommendation of whichrepparttar 105078 leader must finally approve. This level takes considerable skill and is where developing leaders often make mistakes. Solid decision makers are well versed inrepparttar 105079 skill sets of this level. Level Four: Delegaterepparttar 105080 decision to someone else. The authority and responsibility are clearly shifted away fromrepparttar 105081 leader (usually to a direct report). Bothrepparttar 105082 leader andrepparttar 105083 direct report live withrepparttar 105084 consequences - good or bad. The leader reviewsrepparttar 105085 decision, but does not change it and uses it as an opportunity for development. Level Five: True consensus. Leader fully delegatesrepparttar 105086 decision to a group (usually a committee). Ifrepparttar 105087 leader is part ofrepparttar 105088 committee then he/she is just one vote among many. The group processes allrepparttar 105089 decisions involved, compromises positions until everyone is in agreement. Strong leaders understandrepparttar 105090 process decisions must go through to be effective. As leaders move higher in organizationsrepparttar 105091 demand upon their time and influence also increases. Poor leaders userepparttar 105092 power of their position to make things happen. Whereas strong leaders userepparttar 105093 power of their position to draw others intorepparttar 105094 decision making process – thus always developingrepparttar 105095 bench strength ofrepparttar 105096 organization.

Action Point – Go throughrepparttar 105097 five levels and decide who you need to get involved (if anybody) to giverepparttar 105098 decision momentum and secure buy-in. Meet with them and ask for input on your decision, according torepparttar 105099 parameters listed inrepparttar 105100 five levels. Finally, executerepparttar 105101 decision and watchrepparttar 105102 benefits pour in.

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You can find more team building articles at www.teambuildingusa.com. You may reprint this article by requesting permission from: JTTaylor@teambuildingusa.com or by calling (619) 722-6566.


How About MANAGING Your Own PR?

Written by Robert A. Kelly


Continued from page 1

Whilerepparttar goal by itself isn’t of much use, withrepparttar 105070 right strategy, repparttar 105071 public relations program is off to a good start. Fortunately, there are just three strategic choices for dealing with matters of opinion and perception. You can create perception/opinion where there may not be any, you can change existing opinion, or you can reinforce it. An effort should be made to matchrepparttar 105072 strategy torepparttar 105073 specific goal. For example, if you want to correct a misconception, you needrepparttar 105074 strategy that changes existing opinion, not one that reinforces it.

Now, some serious writing is needed. The corrective message to be communicated to members ofrepparttar 105075 target audience is an opportunity to write something designed to change individual opinion, and that’s a positive experience for any writer.

Clarity is first, followed closely by accuracy and believability. Stick closely torepparttar 105076 issue at hand – like an inaccurate belief, a misconception or a dangerous rumor. A compelling tone is useful becauserepparttar 105077 message must alter what a lot of people believe, and that is a big job. Tryoutrepparttar 105078 message on some colleagues for effectiveness.

With goal, strategy and message in hand, it’s time to call inrepparttar 105079 “Beasts of Burden” –repparttar 105080 communications tactics that will carry that first-class message torepparttar 105081 attention of members ofrepparttar 105082 target audience. Luckily, there are many, many such tactics ranging from luncheons, news releases and personal contacts to print and broadcast interviews, speeches, press releases and dozens of others. Only requirement is that they have a proven track record for reaching your target audience.

In short order, colleagues will inquire whether any progress is being made in alteringrepparttar 105083 offending perception or opinion. Ruling out an expensive opinion survey, your best hope of assessing progress is to return torepparttar 105084 field and re-monitorrepparttar 105085 target public member’s perception.

While you askrepparttar 105086 same questions as inrepparttar 105087 initial monitoring session,repparttar 105088 difference now is you’re looking for evidence in repparttar 105089 responses thatrepparttar 105090 offending perception is, indeed, being altered. What you want to see and hear are signs that percep- tions are actually moving in your direction because, then, you know that positive behaviors cannot be far behind.

Byrepparttar 105091 way, you can always move things along at a faster clip by adding a few more communications tactics, and even increase their frequencies. Your message should also be re- vetted again to double-check its clarity and factual accuracy,

One way to persuade your operation or department’s key stakeholders to your way of thinking – and move them to behaviors that lead torepparttar 105092 success of your organization – is to insure thatrepparttar 105093 public relations effort on your behalf is actively managed along such lines every step ofrepparttar 105094 way.

end



Bob Kelly counsels, writes and speaks to general management personnel about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com




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