In my book, “Designing a Document Strategy”, I suggest that working with a team is a useful way to gather information and build perspective. A team of knowledgeable experts usually uncovers workable approaches to solve problems by pulling together ideas based on real-world experience. Team participation also encourages co-worker buy-in and support for change. Input from individuals who represent various departments and functional areas within an organization will help ensure that your document strategy plans will benefit everyone involved.

Teamwork has a down side, however. It can take longer to get things done. Many times, team-based projects drag along slowly over months and seem to garner relatively little productive result. Hours are spent simply arranging meeting rooms, juggling schedules and drafting meeting minutes. Days are spent debating details and haggling over minor points of contention. Weeks go by while team members struggle to balance their “real job” with the additional duties and assignments associated with the project.

“Despite popular theory, I’m not a big fan of team decision-making,” says Dale Chrystie, vice president of customer support for American Freightways. “Teams are great for gathering information and increasing employee buy-in, but for the most part, the best decisions are ultimately made by an informed autocrat.”

This is a strong statement, and the debate over the value and effectiveness of team decision-making may be somewhat academic, but many folks find decision-making more difficult using a team.

“In my experience, team decisions rarely differ much from trusting my instincts,” says Chrystie.

“The main difference between decisions made by a team and those made by a truly knowledgeable manager is that team decisions require more time, effort and expense.”

The success of team decision-making depends in large degree upon who is guiding the process.

“It takes a good facilitator to avoid the traps that teams often fall into,” says Lesie Smid, an expert in team dynamics and professor at Oregon Graduate Institute of Science and Technology. “A team leader must drive the decision process so that things don’t become cumbersome and confused, yet leave room for conversation and creativity. It is important to strike that balance so that decisions don’t just get driven through without getting people’s buy-in.”

How can team leaders work effectively in a team setting? You will save time and effort in the long run by asking questions like these:

• Will your team be part of the decision-making process or used only for information gathering?
• Must team consensus drive decisions or will you, the strategy designer, have the ultimate responsibility of deciding on the final actions and recommendations of your plan?
• How will you walk the line between autocratic and democratic decision-making?

Whatever your approach, be clear about your expectations with team members.

“Offer truth in advertising,” says Smid. “If folks are clear about their role in the process, it’s more likely that they’ll give you the information and support you need.”

I’ve got to go now…I’m late for a meeting.

 

About Author
Kevin Craine is the author of the book, “Designing a Document Strategy,” now sold in over 30 countries worldwide. For more information, visit www.document-strategy.com.

Mind mapping is an amazing tool for guiding teamwork. Mind maps can be used for collecting information during the decision making process as well as for keeping all team members informed about further actions and plans. We recommend ConceptDraw MINDMAP in collaboration with Microsoft Outlook to provide team members with a clear understanding of their roles in the process.

Learn How To

Manage Team Tasks with ConceptDraw MINDMAP and Microsoft Outlook