Admin leadership discussion 2

Professor Mary Lou Pasternac, MPA, CPM Decision Style Model – Norman R.F. Maier

The Decision Style Model describes prevalent decision styles and suggests that the decision style chosen should be appropriate to the type of problem being confronted. The model is developed from research done by Norman R.F. Maier.

Maier found two dimensions to be important in appraising the potential effectiveness of a decision:

§ The importance of the Quality of the decision and the extent to which the leader possesses sufficient information to make a high quality decision.

§ The extent to which the Acceptance of the decision on the part of the followers is critical to the implementation of the decision.

Normally, an individual will pay more attention either to quality or to acceptance. The proportion or degree of these two factors in the decision- making process determines the decision style.

Command – Using the available information, the leader makes the decision without involving the person or persons who will be executing the decision. Or you obtain information from a selected few without sharing the nature of the problem and then make the decision.

Consensus – The persons affected by the decision are brought together and a group decision evolves from shared information and ideas. Or you may use a virtual group (survey data or other means). The decision is acceptable in some degree to all group members. This approach may include Bounded Consensus, where the groups must make the decision bounded by a time or quality constraint or it reverts to the leader.

Consultation – The leader makes the decision after consulting with individuals, sharing the nature of the problem with them, as well as, obtaining information. Or you may bring them together as a group to discuss the problem and obtain information, but you make the decision that may or may not reflect your follower’s influence.

Convenience – The leader chooses whatever method is easiest at the time the decision is required. No special consideration is given to finding the best method.

This Problem Type Suggests This Decision Style

Quality is critical, the leader has the necessary information, and there is no issue of acceptance.

Command

Quality is critical, the leader lacks information, and there are issues of acceptance.

Consultation

While quality is important, acceptance is the critical issue.

Consensus

Neither quality nor acceptance requires much attention.

Convenience

While quality and acceptance considerations should always be kept in mind there are other situational factors that tend toward one decision style over another. It is part of the leadership function to deal with these issues so they do not dominate the decision style.

Some of these factors are: Time Constraints = Tendency toward command Safety Concerns = Tendency toward command When these are real considerations they should be dealt with by training and contingency plans to that they are not just matters of command.

Trust Issues = Tendency toward command Obviously trust issues should be dealt with by training, transfer, or, if necessary, termination.

Lack of Information = Tendency toward consultative Team Concept = Tendency toward consensus

For a number of years, behavioral scientists have been labeling decision styles with three or four descriptive words, but little has been said, succinctly, about the techniques for selecting the most effective style. The Decision Style Model attempts to translate theory into strategy.