Garvin and Roberto Notes PDF

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Lecturer: G O'Riordan...

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Decision Making Garvin and Roberto 

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In business, most people treat decision making as an event. o The CEO must make a decision. He chooses A or B. That is it. o Discrete choice is made at a single point in time. Garvin argues that this is the wrong way to treat it. o Decision making should be a process. o Depending on the scenario a decision may unfold over weeks, months or even years.

2 Decision Making Approaches:

1. Advocacy:   

People advocate their views or opinions – It is a contest. People try and persuade others. o My views vs your views. There will be winners and losers. Advantages: 1. Faster? Disadvantages: 1. Conflicting views may cause unwanted conflict. 2. Personalities and egos come into play a. Whoever shouts loudest wins. 3. Decision produces winners and losers a. Again leads to conflict. b. Losers may fight implementation – drag feet. 4. Losers

Decision Making 2. Inquiry: (Favoured by Garvin)    

Ideas are put forward and critically evaluated. Everyone has a voice o Careful not to cause conflict. Collective decision. Open to alternatives. Advantages: 1. Collective decisions. 2. No winners and losers. 3. Less conflict. 4. Less dragging feet in implementation. Disadvantages: 1. Can be lengthy. 2. Can be hard to implement.

The 3 C’s of Effective Decision Making: 1. Constructive Conflict: Conflict refers to the importance of cultivating conflict by encouraging people to speak their minds even if it means challenging the leader’s opinion or the group’s consensus (Garvin & Roberto, 2001). There is a difference between negative conflict and constructive conflict. Negative conflict attacks individuals whereas constructive conflict questions ideas and assumptions

2. Consideration: Make sure people feel as though you have listened to and considered their point of view – even if it is not the solution you ultimately choose. Participants feel validated and more willing to support the outcome of the decision-making process when they feel as though they were given a legitimate opportunity to express their opinion on the matter. You can give them this opportunity by asking questions, probing for deeper explanations, and making eye contact when others present their positions.

3. Closure: Not too early or not too late. Too Early: Groupthink – poor decision Too Late: Endless loop – lost resources – lost time....