In a recent leadership workshop I watched in wonder at the power of strong advocacy when sitting around the decision making table with colleagues.
A group of participants were tasked in the workshop with making a decision during an experiential activity. Earlier in the workshop they had explored the benefits of using an inquiry approach to encourage convergent thinking that enabled a collaborative decision. This was opposed to the currently prevalent approach of using an advocacy approach where people view decision making as a contest and it is critical to “talk up” their view and downplay any perceived weaknesses in their view.
Watching this in action reminded me of how destructive and narrow minded this approach is and in the workshop activity it actually resulted in the “wrong” decision.
Participants minds were closed to exploration as they strove with a passion to “advocate” their position. The right decision was not made – we proved this in the debrief of the activity. Such powerful learning – how often does this happen in business?
Right decisions require an increased level of collaboration which means a preparedness to “ignite” conflict and resolve it constructively as thinking converges to make the decision.
Want to know more about making decisions? Ask us some questions in the comments – we’d be delighted to engage in such an exploration.
