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Without… passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
|
189 |
 |
Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision.
|
207 |
 |
Great teams ensure that everyone’s ideas are genuinely considered, which then creates a willingness to rally around whatever decision is ultimately made by the group.
|
207 |
 |
Great teams also pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correct.
|
208 |
 |
…it is better to make a decision boldly and be wrong – and then change direction with equal boldness – than it is to waffle.
|
208 |
 |
More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong.
|
212 |
 |
Laughing at ourselves reminds us that although we might take our decisions seriously, we don’t have to take ourselves too seriously.
|
72 |
 |
When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision.
|
150 |
 |
Along with outcome accountability, we can create process accountability by evaluating how carefully different options are considered as people make decisions.
|
217 |
 |
A bad decision process is based on shallow thinking. A good process is grounded in deep thinking and rethinking, enabling people to form and express independent opinions.
|
217 |
