The jointly supported decision merges all functional features and removes the limitations of the other decision forms. To do this, you need to know how to create them in a DecisionMaking process. The commitment process involves everyone in a robust approach that is aligned with the human decision-making process. And that in a reliable, predictable time.
The expert knowledge of all is incorporated to 100%, because the jointly supported decision makes everyone responsible. Weakening inputs will be regulated by the process itself. If the participants do not want or are not able to make a jointly supported decision, the process shows how many would support them and what is missing to be supported jointly. A team will increasingly prefer a jointly supported decision to an authoritarian one. The power of decision-makers can therefore be retained or consciously delegated to the team.
The jointly supported decision is made in 5 steps: It begins with understanding what has to be decided. A first commitment allows a direct path to the final commitment. Many decisions are indeed clear. Then the reservations that impede a commitment are brought out in a safe process and translated into actions that meet the given objectives. With a final commitment, including the actions, the goal is achieved.
Thus, the jointly supported decision fulfills the claim to achieve a better solution in the process than could have been expected at the start. Fast decisions provoke immediate feedback, which increases the speed in companies and the processes become faster.
This results in agility – as a consequence of jointly supported decisions.
Graf, Richard. (2018). Die neue Entscheidungskultur: Mit gemeinsam getragenen Entscheidungen zum Erfolg. München: Hanser Verlag.