How decisions are made can reveal a lot about how an organization performs. Consider some of these decision-making scenarios:
- Without consulting any of those who will actually do the work, an executive director promises an old friend that his organization will take on a complex project, leaving his staff feeling out of the loop and disgruntled.
- Twelve busy staff members spend numerous hours discussing whether their organization should hire a summer intern, but no one knows who has the final say, and every meeting ends without resolution.
- Several organizations work together to support a single initiative, but none of the participants understand where their responsibilities begin and end. When they disagree, no one has overall authority to decide. In addition, there’s overlap in the work done.
Do these situations resonate?