We have taken the knowledge in this area to help Idoia shutter, Coach individually and team and responsible for Emotional factorieshe collected in his book Professional and emotional team leadership (Esic-Verlag). In her experience, some tools that can help improve the decision-making process in a team are:

Delegated Sessions

“This technique proposed by Alain Cardon in team coaching -says Postigo- it’s used to deal with certain dysfunctions that arise from the same people tending to play the same roles in meetings. It consists of habitually and systematically changing roles in meetings, except for the decision-maker role, which is usually equivalent to leadership. Rotation facilitates information, delegation, collaboration, co-responsibility and sharing of influence».

This expert claims that among the meeting roles that are exchanged are the following:

– decision-making process. “When owned solely by leadership, the team becomes passive and justified by the leader’s control. There is a need to establish a culture of delegation and for leadership to make the decisions that are appropriate to their role, while being equally informed of the team’s decisions.”

– Participant role. “Everyone on the team has it. People are expected to have an opinion and contribute their knowledge and experience. Participation must focus on the interests of the team, not those of other positions we fill.

– Moderation. «He is the person who dynamizes, who leads the meeting. It attracts attention and manages energy. Try to keep relationships fluid.

– Who pushes the decisions. “This role tries to ensure that decisions are clear and measurable, that we set deadlines and are accountable (single person to avoid confusion). Immediately after the meeting, you should create a summary of the distribution of tasks and share it with the others.”

– Who sets the pace? “It’s a talking clock. The pace of speech must be the same throughout the session and not exceed 10 minutes. It is not responsible for meeting deadlines or being able to interrupt or shorten them. Meeting time belongs to the team.”

Coach. “At the end of the meeting, at least 15 minutes is set aside for one or two people to offer opinions on how to improve, avoiding judgment and general observations. You have to speak up for yourself and propose solutions.

Team Voice Technique

This is another technique that Postigo recommends to improve the decision-making process in a team. «It is used to bring together elements experienced as a dilemma, to address seemingly conflicting issues or conflicting needs. This technique is based on the fact that everyone in a team has their own perspectives and needs, but also on the fact that a different identity emerges from the sum of the parts in all teams. The aim is to offer a tool to get out of individual perspectives and put yourself in the perspective of the team. To do this, an empty chair is placed in a connotation-free place and the team members are invited to occupy it in order to offer “the voice of the team” from there, i.e. to speak of “we”, of the common purpose. This technique is usually used to show what the team might need; What does the team know collectively that they individually ignore, or if the team could say something to the members, what would it be?”.

According to Postigo, some recommendations in this regard are:

– “Before you sit down in the team chair, it is advisable to have expressed your personal opinion.”

– «Assess whether what you are going to present is being said from your individual vision or from that of the team. Find out if this is the most suitable place for your contribution».

– «Don’t let the chair be used for personal opinions».

– “Interventions on behalf of the team should be brief”.

The lands

Postigo proposes a third tool. «This technique is used to work with diversity, with historical misunderstandings, in times of change or when we meet people from different backgrounds. The more difference, the more learning. All perspectives have some truth and all limitations. It’s about creating an emotional field that allows us to leave our individuality and our perspective. Build understanding and appreciation between departments in the organization and between seemingly disparate individuals on a team. The aim is to strengthen the “we”. The goal is for each department or person to put themselves in the shoes of another. You don’t have to agree. It’s just a journey of discovery. You go to another culture and visit it with respect.”

Physically, according to the expert, “the space is divided into different departments or areas. The participants are placed in the rooms corresponding to each of these departments and they ‘visit’ them one by one for a while, during which they experience what it’s like to ‘live’ in that place as it is in working in that department, what’s happening, what’s worrying, what do they need… Then they comment and explain their position. Upon completion of this “journey,” people are placed together in the same quadrant that represents our country, the “We.” The point is that with what they bring from the whole itinerary, the team visualizes and understands what has changed and what can be built, leaving individual perspectives».

company management