Decision making styles and their organizational impacts

Decision Making Styles

Leadership is the position of authority in which it is possible to provide guidance or direction through making decisions that will affect other people. There are many methods of decision making, and each individual person has a unique decision making style.

Many different studies have explored the vast and quite possibly infinite numbers of decision making styles that are exhibited by people. One example of such personality studies is the Fielder contingency model, which is a leadership theory that categorized people into relationship-oriented and task-oriented groups. Those who fit into each category are assumed to function best when given tasks that suit their type, and that there is no way that a person of one type can function within the confines of the other. Another leadership model, the path-goal model, was developed by Robert House. House's categories of leadership styles very much focus on the ways in which leaders communicate with others. Directive leadership is a style that offers guidance, supportive leadership shows concern, participative leadership asks for consensus, and achievement oriented leadership demands results. This model shows that the styles are fluid and adaptable to the situation.

One of the most important models of leadership and communication is the Life-Cycle theory from Paul Hershey and Kenneth H. Blanchard. They believe that one's style should depend very much on the circumstances such as the individual behavior and "maturity" of the subordinates. A group of very immature people need a stronger, more controlling leader, those who are moderately mature can participate in democratic decision making, and the most mature of people do not need the explicit leadership of one person. One of the most innovative and helpful categorizations of decision-making styles is the Platinum Rule Personal-Styles of the Four Basic Business Personalities.

The Platinum Rule Styles

The Platinum Rule Styles of decision-making are often utilized in management workshops that seek to increase understanding of how one's self and one's co-workers behave in various workplace situations. Each style has both a vast amount of assets, as well as many weaknesses and growth opportunities. The four basic decision-making styles of the Platinum Rule are relaters, socializers, thinkers, and directors. Each style is explored in terms of behavioral adaptivity, descriptions of the style, and suggestions for adaptability. There are additionally sixteen substyles that more specifically identify each individual's decision making style.

The Relater Style

One who is identified as a member of the relater style group is generally slow at taking action and making decisions, keeping a more slow-paced approach to decision-making. This person would like close, personal relationships with coworkers and would dislike interpersonal conflict of any kind, instead attempting to build strong relationships with as little friction as possible. A relater is a strong source of support for coworkers, someone that can be selfless when faced with another person's problematic situation. Relaters are known as "active" listeners, a trait which helps them to gain support from others, which comes naturally for them. While relaters are weak at goal setting and forming their own self-direction, they work very cohesively with others. The work with others is often slow, but there is a strength in that slow pace as strong bonds are formed. The relater seeks security and belongingness in every group setting, and may appear to want the workplace to feel like "home" to everyone there. All of the traits of the relater gives him or her excellent counseling skills and much potential in that area.

In order to increase behavioral adaptability, there are many changes that relaters generally need to make that may improve their ability to achieve all of their potential. Relaters are not very good at saying "no," even when they are being asked to do something that is not in their best interest or simply not a fair request. Relaters are not generally able to complete tasks without being overly sensitive to the feelings of others, which can be a serious distraction from the tasks at hand. Relaters need to learn how to be respectful but not overly protective of those around them. Relaters enjoy comfort and familiarity, and this is often limiting to them. It would benefit relaters to take some risks and step outside of the boundaries of their known comfort zones. Relaters also need to learn how to delegate to others in addition to listening to them, and to learn how to be able to accept changes that may be necessary in routines and procedures in order to accomplish more. Relaters also need to learn to verbalize their feelings, even though this risks causing some tension or possibly upsetting others. The oversensitivity and fear of conflict that relaters experience are possibly their biggest obstacle.

The Socializer Style

The style of the socializer is quite contrasting in some -- but not all -- ways to the style of the relater. Spontaneous actions and decisions are the preferred method for socializers, who like to make decisions on a whim or impulse to satisfy the urge of the present. The socializer very much likes to be involved in group activities and decisions, and does not like to be alone. Working with others is enjoyable for the socializer. Exaggeration and generalizations are common to the socializer's communication style, but this is not a deceptive act on the part of this person, but rather a way in which he or she can get others in the group excited and involved in the vision. The socializer is a dreamer and likes to get others caught up in that dream. Jumping from one activity to another is a way of life for the socializer, who may appear to have a short attention span, but may in fact be great at multitasking and taking on many challenges at one time. Work with others is perceived as exciting to this category of decision-makers, who work quickly with others and show progress in groups much sooner than the slow, cohesive group work of the relaters. The socializer will seek esteem and acknowledgment for his or her good work, wanting to receive credit for the work he or she did. The socializer is overall great with convincing others to see things in his or her way; the socializer's traits add up to create excellent persuasive skills.

In order to increase their behavioral adaptability, socializers must learn first to control their emotions and not be so manic that they are unable to function. Time is also a big problem for socializers, and learning to manage time properly is an important skill for socializers to learn. Socializers need to develop a more objective mindset in their decision-making processes. Socializers need to spend more time checking and verifying information to confirm accuracy rather than going on a whim with unverified information. Also, being more specific and organized would be a great benefit to socializers who are often too general and disorganized. Socializers need to make sure they follow through on agreements, even if other tasks are calling their attention. Concentrating on the task at hand is difficult for socializers, who often attempt to multitask too much. A logical approach might suit many situations better than the spontaneous decision-making that socializers usually make. Socializers most need to focus on completing the tasks that have been started rather than taking on new projects without seeing the first projects through to the end.

The Thinker Style

The thinker is not nearly as spontaneous as the socializer, but exerts a great deal of caution in the decision-making process. Both actions and decisions are approached as safely as possible, having the attitude that it is better to be safe than sorry. The thinker very much likes organization and structure, and wants for there to be a plan and place for everything. The thinker does not like involvement, but would rather have control over the situation personally and individually. The thinker will ask many questions about specific details to insure that nothing is overlooked or misrepresented. Details are very important and oversimplification of any decision is despised. An objective, task-oriented, intellectual work environment is the most comfortable one for the thinker, who wishes to focus on his or her work very intensely without the distractions that a relater would use to make the environment more comfortable, or the disorganized environment that makes the workplace more exciting for the socializer. Because it is so important to the thinker that he or she be correct about every detail and always to be right in his or her stance on a situation, the thinker will be overly reliant on data collection to make certain that there are facts to back up every opinion. The thinker works more slowly than the socializer and with great precision, but works this way alone, not within a group setting. The thinker's traits create an excellent problem solver, with the skills to intellectually get out of many dilemmas that would post impossible barriers for many others.

Thinkers are generally very cold in appearance towards other people, and learning how to openly show concern for the feelings and opinions of other people, and also learning how to express appreciation for others will benefit the thinkers. Thinkers are very good at making long, detailed decisions that take up a great deal of time, but learning how to take short cuts and to occasionally use timesaving tricks rather than doing things as carefully as possible can help them have more success. Making a decision quickly and on time can be more productive than spending a very long time on a decision and then missing the deadline. The importance of stability and organization can be a hindrance in some situations; thinkers need to learn how to deal with change and disorganization and still be able to make decisions. Showing initiative on new projects can be difficult for the thinker, and so can compromising with the opposition, and both of these skills would be important for improving the performance of the thinker. Thinkers need to come to terms with having to state unpopular decisions even though the people this decision affects may not be terribly pleased. Finally, thinkers should use policies more as guidelines, rather than hard-set laws, and finding flexibility is an important goal for thinkers.

The Director Style

The director is characterized by decisive actions and decisions, with an attitude of certainty and finality accompanying every move made. The director likes to be in control of the situation, and some would call him or her a "control freak." Directors seriously dislike inaction, and will not take a passive approach to any decision. The director likes to have the freedom to manage himself and others, and does not want to be bogged down by outside influences that might prevent him from doing things the right way when those things need to get done. The director is not emotional about decisions, but rather very cool and confident in his or her chosen path. The director is independent, not counting on others for any kind of support, and highly competitive. Having competition is a positive influence on this type of decision-maker, who will excel to meet the highest potential when presented with a challenge. Directors are known for having a low tolerance for the feelings or opinions of other people, but being hard-set to the decision he or she has become convinced is correct. The advice of other people is generally not taken very much into account, and anyone who allows emotions to influence the decision-making process is looked down upon by directors. The director does work very quickly and very impressively alone, without the distractions of a group being able to accomplish incredible tasks and to reach high-set goals. The director is overall a person with good administrative skills, able to keep direction and control over people and tasks in an office setting.

Directors have lessons to learn from those in other decision-making groups; "active" listening is an important strength for relaters and one that needs to be developed by directors. Directors are very uptight and stiff and should work on projecting a more relaxed image by pacing themselves. The unfeeling nature of the director style needs to be developed into patience, humility, sensitivity, and empathy for coworkers and employees. Using more caution would benefit directors when making decisions. Communication is not a strong point for the very controlling director who believes that he is always right, but verbalizing the reasons for conclusions to others would be an improvement. Instead of standing alone and thinking himself to be completely above the rest of the people involved, learning to relate and identify with a group would help increase the behavioral adaptivity of the director. Being able to express compliments to others when they have been well earned would also help the director function in a group.

The Platinum Rule Substyles

The four basic Platinum Rule styles of decision-making can be combined to make sixteen substyles that are more able to properly describe complex individuals.

The Directing Director is referred to as "The Commander." An example of this type would be CEOs that move from company to company. Motivated by new opportunities, this style of decision making describes someone who speaks his or her mind and takes risks. Pursuing his own interests, he wants to triumph, and will move from conquest to conquest. The Directing Director wants to have the final say and will think that his way is the only way. Directing Directors take on new challenges and take charge of the situation; this type of decision maker will decide whether or not others agree without having their input. This type is likely to attempt to create a dictatorship, especially when distressed. Sharing praise and developing a team approach would get the Directing Director better results, as would controlling his need to control other people.

The Socializing Director is called "The Adventurer;" this type wants control and independence from others. He knows that he needs people to achieve more in life, but he also knows that others might try to beat him to his goal. Followers are attracted to the Socializing Director's charisma, but these followers must be giving results in order for this type to be happy. Socializing Directors are often tenacious and seek to get things done quickly, with a lot of self-confidence. This type will focus on strengths and success and find ways to ignore or downplay any mistakes and weaknesses. This type will cut corners to reach goals more quickly. This type is also not very team-oriented and very forceful when stressed or under pressure. Impatience with complex situations and long-term projects, as well as force-fitting solutions into situations, will happen when this type comes under pressure. Socializing Directors would benefit from paying attention to information and other people's feelings. Learning to relax and asking others for input would benefit this type; sorting tasks by what is the mot critical, and what can actually be done without, can help to empower this type.

Other decision-making styles related to these are the Relating Director ("The Producer") and the Thinking Director ("The Pioneer").

The Socializing Socializer is known as "The Entertainer," and likes to be friendly and the life of the party. This type needs recognition in order to stay interested and motivated to put forth maximum effort. The Socializing Socializer is receptive to change and can help others be enthusiastic and optimistic about changes, and he is able to make quick decisions. This type is naturally equipped with personal warmth, which is considered by social psychologists to be the single most important asset in dealing with people. This type will seek approval and also praise others, as well as being outgoing, positive, and freely emotional. The Socializing Socializer is very open-minded and holds few prejudices. He also has a tendency to start more projects and activities than he will complete, and may become careless under pressure. This type is characterized by a short attention span that may lead to boredom in daily routine or highly complicated tasks. It is important for this type to focus on details and follow through, and to learn how to maintain interest even in projects that are not terribly exciting. Fearing a loss of approval, this type will stay as far from conflict as possible, so learning how to manage conflict is an important skill to develop in order to prevent deeper problems that may arise from avoiding a confrontational conversation. This type also should avoid getting too deeply involved with people too quickly.