As you approach a decision, it’s important that people maintain the healthy state of openness demanded by WYSINWYG (what you see is never what you get). Remember, there’s always more going on than meets the eye. Any skills, strengths, and resources available, while not immediately apparent, will yield much better results. Second, people must strive for balance in both data collection and decision-making. Many factors can
influencing a final decision, one of which is emotion. Strong emotions easily cloud the process and can lead to extreme solutions. Sometimes extreme measures are required, but usually they are not. Decisions that weigh both objective and subjective data and strike an effective balance are likely to be successful. Last but not least: keep it simple.
Start with what you know. Reduce the complex to the direct. Set clear goals and implement clear plans. Whether you make decisions as an individual or as a team, the three principles provide the foundation for creating effective solutions.
To make a decision, we first gather information and then make judgments about that information. This applies whether we are making personal or team decisions. But team decision-making is definitely more complex. For one, seven people on a team initially bring seven different viewpoints, as well as a sense of priority, commitment, and urgency. These and other complexities require teams to pay careful attention to the three-part structure of a team decision.
Let’s start with the actual decision point. A wide range of data was collected and analyzed both objectively and subjectively. It’s time to choose, and you do it. Is this? Has the decision been made?
Can we go home now? Not yet. The deciding point is really just the burger on the bun. It’s literally sandwiched between two equally important elements in the final decision-making process. Your first impression always precedes the decision point.
These impressions are derived from your data collection and your previous experiences with the topic. Oftentimes, first impressions will determine the outcome of your final decision, as it dictates how you initially collect and analyze information. The next element in the anatomy of a decision is the decision point itself, and it arises as a result of active discussion. This is the culmination of your efforts.
It can be done entirely in your own head, through personal decision, or in a team’s main forum, the meeting. Meetups are an incredibly dynamic forum and reflect WYSINWYG and Chaos at its best. They are WYSINWYG in the sense that there is always more to it. than it seems, and chaotic in the sense that deep behavioral paradigms are active out of sight.