1. The foregoing review
In the early to talk about leadership , we discussed two core task of a leader to make decisions and implement those decisions .
When we let the team involved in the decision-making process, we get a lot of information, should be made a better decision-making, but this process has two problems:
a. How do decisions
b. the development of information might be the significance of these decisions is not
Next, we discuss on these issues.
2. How to make decisions
First, we can analyze the problem using a decision tree. ( Negotiation skills - preparation phase introduced here the decision tree.)
Then, we can use psychology tool to check whether we are caught up in a psychological trap. ( Negotiation skills - negotiation stage Here are the tools of psychology.)
Finally, we need to think about whether we are doing the decision really only a few options now? Whether we can creatively create other options?
PS: For this part, explore the negotiating skills in the past, a direct reference to where discussion is not repeated.
3. The significance of this information has little to develop decision-making might be
The main cause of this problem there are three:
a. decision-making team a problem (The Composition Problem)
b. participation of the problem (The Participation Problem)
c. the influence of the problem (The Influence Problem)
We will discuss each of these issues:
a. decision-making team a problem (The Composition Problem)
Due to each of us a different kind of life and values, so look at the same issue, there will be different ideas, these ideas is information.
Ideally, the configuration information is shown below:
You can get a different perspective on the problem to the idea that we can find a higher quality solutions, make decisions.
However, due to the similarity attraction theory (Similarity Attraction Theory) tells us that people always like people similar to themselves together. This leads to the information we obtained in the following figure:
We get to a lot of similar information, this information does not play a complementary effect, little effect on the decision-making. (Popular point that we all come to a similar conclusion, what should you use?)
This is the decision-making team pose a problem.
So, how to solve this problem?
The most crucial point is: we should be careful to look for members to participate in decision-making meetings, and more to choose differentiated relatively large members.
We should jump out of your comfort zone, to find those people and we do not like, even those who would raise objections.
While those who raise objections will pull into the decision-making meetings will lead to tit for tat situation arise, but we will get the opposite of information on an issue.
Complementary information obtained, we can look at an issue from many angles comprehensively, in order to make higher quality decisions.
Of course, we also need the support of people of the problem of information, we need this man or his message into the decision-making meeting.
b. participation of the problem (The Participation Problem)
When we solved the decision-making team pose a problem, the message of our decision-making meeting members should be able to have a very comprehensive cover to a problem, but they have to share their information and opinions at the meeting it?
For example: In a meeting, participants have six, including two positive statements, there are two occasional speaking, there are two did not speak, just watching the other four members.
These two are not speaking members became an observer at the meeting, the presence of observers is not conducive to the information collected.
A good leader should be able to recognize the existence of the observer at the meeting, and encourage them, put them into participants.
So, how to solve this problem?
First, we should look at what is causing this problem are:
One, perhaps the conference team too much, time is limited, one by one to speak too late to end the meeting.
针对这种情况，我们可以在会议中，把团队分成多个小团队，小团队的人数最好是2,3个，然后让这些团队自行讨论。
讨论完后，再把各个小团队聚集在一起，此时，每个人都可以分享刚才在小组讨论的东西。也许某些意见达成了共识，只需一个代表表达此共识即可。需要发言的人变少了，而又能收集到全面的信息。
实在时间不够，我们可以通过会议后写邮件之类的方法，收集信息。
分小团队的方法有2个优点：
1. 成员的发言等待时间大大减少了。
原本要等很多人发言后，才轮到某个成员发言，而现在只需等1个或者2个人。如此，每个人都会有机会发表自己的看法，分享信息。
2. 更容易找到观察者，并把他转化为参与者。
在一个大团队中，去寻找从未发过言的观察者是很难的。但在一个只有2,3个人的小团队，谁没发过言一眼就能看出来。
并且，在小团队讨论中，观察者很容易被邀请进讨论，从而转化为参与者。
二、也许是由于某些原因，部分团队成员不想发言。
研究表明，只要团队成员发过一次言，那么他很可能会继续发言。因为在参与过程中，最大的区别就是0和1，只要突破了第一步，有了第一次发言，之后就很容易有更多的发言。
因此，我们只需要在会议开始时，让每个人都发言，发言内容可以很简单，例如自我介绍神马的。
只要每个人都发过言了，之后让他们继续发言就相对简单很多了。
三、如果上述方法都失效，某些团队成员因为某些原因，死活不想发言。
这种情况下，我们可以去找他们谈谈，是什么原因让他们不愿发言？我们怎么做才能让他们发言？对症下药。
当然鼓励方法有很多，大家可以充分发挥各自的个人魅力，具体情况具体分析。
c. 影响力问题（The Influence Problem）
解决了上述的团队构成问题、参与度问题之后，我们拥有了大量的信息，但这些信息是否代表着信息所有者原本的意思呢？
人或多或少地都会受到别人的影响，特别是面临着不确定的因素时。
当我们面对不确定的事件时，总会不自觉地去看其他人的反应，从而做出反应。
而做决策本身就是件不确定的事，如果是确定的，那意味着决策早就做好了。
所以，当我们让团队成员发言，表达自己的意见时，发言越往后的人，受到前面发言的影响越大，此时，本身就在犹豫的人，说不定就会改变自己的想法。如果有信息改变了，那信息的全面性就得不到保障了。
另外，当大多数人都表达了同一个意愿，如赞成某想法时，某人想提出反对意见的难度就会很大，因为当人们需要提出与大多数人相反的意见时，总会感到不舒服。这个也是影响力的问题。
那么，如何解决这个问题呢？
针对听了别人的意见后，改变自己意见的问题的解决方法：
方法一：通过某种信息表达方式，让团队成员可以在知道别人的意见前，表达自己的意见。如在讨论前，把意见写下来。
方法二：让容易受影响的成员优先表达意见。（更年轻的、更缺乏经验的成员或许会更容易受影响。）
针对当大多数人提出了某个类似的意见，如赞成某提议时，人们很难提出反对意见的问题的解决方法：
创造出一个更容易提出反对意见的环境，如：
一、找一个人先提出反对意见（对，就是找个官托）。
当有第一个人提出了反对意见，那么其他人要提出反对意见的难度就大大降低了。
二、让大家意识到不同意见在决策制定中的重要性。不同意见是宝贵的，鼓励、感谢大家提出不同意见。