Garvin, D.A. & Roberto, M. A. (2001). What You Don’t Know about Making Decisions. Harvard Business Review.
An effective decision-making process does not come from one person alone. An “old power” way of viewing decisions involved a leader mulling over the options by herself after evaluating the data from her team members. In fact, decision-making is a process that can take a considerable amount of time and involves building a coalition of support at all levels within the organization.
In this article, the authors define the decision process as inquiry vs. advocacy. Inquiry involves input from all team members to discover the best course of action to take in any situation. Advocacy supports the self-absorbed idea of discovering and defending one course of action
without consideration of alternative options. During an exercise in Leadership Collaboration, I utilized advocacy over inquiry in negotiation discussions with fellow team members. I knew that I had a strong position and worked to achieve the most out of the negotiations. After the exercise I realized that my gains could have damaged the project down the line due to resentment from team members.
Team leaders that encourage advocacy can spark heated discussions and maneuvering among members. Members become entrenched in their positions and limit their ability to hear alternative solutions. Advocacy can lead to division as members seek to align themselves with other like-minded individuals by creating factions. To encourage inquiry over advocacy, the authors emphasize the use of the three C’s in the decision-making process: conflict, consideration, and closure.
Leaders who support creative conflict give space for innovation to occur. Regarding consideration, participants need to believe that their input was considered to perceive fairness in the process. Before initiating closure, leaders must keep an eye on latent discontent to avoid resentment.
I am a strong believer of DEI principles and student participation in university governance. However, I may blind myself to creative solutions that serve the greater good if I advocate my positions without consideration of alternative solutions. Inquiry-focused groups tend to make healthier decisions that benefit the organization.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D1: Iteratively develop inter-professional leadership competencies.
D4: Be equipped to influence change.
Keywords: inquiry, advocacy, conflict, collaboration, consideration, closure, decision-making, alternative solutions, and latent discontent
