CONSULTATIVE DECISION-TAKING

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THE ‘MANAGEMENT CONTRACT’

Consultative decision-taking imposes behavioural obligations on both the decision-taker and those
who are invited to participate. There is a ‘contract’ to observe clear roles and conventions in going
through the steps in decision-taking. The terms of the contract are as follows:
1. The decision-taker will share his or her perceptions of the situation and the criteria.
2. The other persons involved will ask questions (and give answers) and put forward perceptions,
problems and facts relevant to the situation. At the ‘alternatives’ step they will contribute
proposals for action. There can be some evaluative discussion of the various alternatives.
3. The decision-taker will listen.
4. After the meeting the decision-taker will decide after due consideration of the proposals and any
other factors.
5. Finally there is an implied contract that, having been given every opportunity to contribute to the
decision, the ‘doers’ will each play their full part in making it work.

It should be borne in mind that this ‘contract’ between the decision-maker and the ‘doers’ can easily
be broken by either side. Typical breaches of contract to be avoided are as follows:
1. The decision-taker suppresses key information or consults only when it suits his or her purpose.
2. The ‘doers’ attack and criticize rather than make constructive proposals. At
the ‘alternatives’ step they will contribute proposals for action. There can be some evaluative
discussion of the various alternatives.
3. The decision-taker goes on the defensive or feels that it is his or her duty to have all the ideas.
Phrases like ‘Yes I had thought of that but…’ are not helpful in encouraging people to make
suggestions.
4. The decision-taker does not really listen to the ideas of others but has clearly made his or her
mind up in advance.
5. The decision-taker unreasonably refuses to explain his or her decision.
6. The ‘doers’ do not give their full commitment to implementation.

Managing the process of consultation is not easy. It is a comparatively slow way of coming to a
decision, and it brings with it a perceived risk of early confrontation. However, it has the following
advantages:
1. People who have been involved will be likely to be more committed to the decision taken. They
will understand it.
2. You have benefited from the ideas of others before taking the decision and are therefore less
likely to have to back off and lose face because you failed to take into account some important
consideration.
3. For the above reasons, though decision-taking is slower, implementation is likely to be much
more effective and faster.

Skill in managing the consultative process depends on the following:

1. Being very clear on the terms of the ‘contract’, making them explicit.
2. Dealing politely but firmly with ‘breaches’.
3. Refusing to become emotionally ‘hooked’ on attack/defence.
4. Asking questions and collecting in ideas rather than making statements.
5. Practice.