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¶ … Decision-Making
Approaches in decision making
Decision-making forms a very significant component of success at work, at the same time it can be the cause of failure if the conditions are wrong and if those involved are not on the same page. Confusion with regard to decision-making can cause conflict to teams, supervisors, managers, and team leaders. There are various decision-making approaches that can be adopted depending on the situations, these include: consensus, majority vote, minority (subcommittee), expert, authority with discussion, and authority without discussion (Eisenfuhr, 2011). This will describe the 'consensus' and 'expert' approaches of decision-making with respect to the scenario selected.
In the consensus or group decision-making approach, the manager becomes part of the team and involves everyone who is willing and ready to contribute in the decision-making process. The fact that the word consensus is used does not signify that all those involved fully agree with whatever decision is reached, it just requires those in disagreement to wholly support the decision...
This is an approach that is recommended for decisions that have a lot of importance in an organization and where there is enough time for the process. To apply this approach in this scenario, the infection control officer will involve all the administrators equally and together they would come to a decision that they all support.
On the other hand, in the expert decision-making approach an internal or external subject matter expert is designated and given the mandate to make the decision which is then adopted by the manager (Eisenfuhr, 2011). This kind of approach is appropriate where the decision-making process is complex and highly technical in nature. The designated expert therefore makes decisions considering the expert analysis that shall have been carried out and this is usually in form of an advice to the organization. The major setback associated with this approach is on choosing the expert since the team members will then feel excluded. It should however be appreciated that where technical opinion is necessary it would be inappropriate to involve…
References
Bubnicki, Z. (2003). Analysis and decision making in uncertain systems. New York, NY:
Springer-Verlag.
Eisenfuhr, F. (2011). Decision making. New York, NY: Springer.
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