Team-Based Decision Making: Effectiveness and Ineffectiveness - Coursework Example

Assignment 2 Name Course Name and Code Date Introduction Leaders have an important role in determining the direction organisations take, and these leaders employ different strategies. The crucial strategy is decision making, and leaders have to see the significance of different decision making strategies. Some of the decision making approaches include team-based decision making, leader-centered and team centred. Leaders in the healthcare sector have to appreciate the strength and weaknesses of these approaches to determine the appropriateness of utilisation depending on scenarios. The paper discusses the strengths and weaknesses of team-based decision making, challenges the health care leaders to face in making decisions in a team environment, the difference between team centred and leader-centered leadership, and strategies to address these challenges. Team-Based Decision Making: Effectiveness/Ineffectiveness Team decision making process has numerous benefits to an organisation and the development of institutional requirements. Team decision making involves more individuals in the decision making process, which contributes to better decisions since the individuals involved have greater expertise or knowledge to address the subject problem (Swayne, Duncan & Ginter 2012). The team incorporates collaborative approach in which divergent views are considered and also the problem can be viewed from different perspectives enabling understanding the problem resulting in the formulation of effective strategic decisions. It also enables the team members to generate a wider range of values representing the concerns and issues at the stake of the decision process (McGorry, Bates & Birchwood, 2013). It is imperative to note that the marketplace and labour force is homogenous when it comes to needs, values and backgrounds. Employing a divergent view when it comes to the decision making process offers an organisation with competitive advantage, which addresses the requirements of the company (Lussier & Achua, 2015). Thus, team-based decision making is important in providing diverse perspectives highlighting the different facets of the problem, and solutions are premised on the wider perspective of the entities involved in the decisions/problems. In any organisation, the effectiveness of decision formulation and implementation depends on the contribution and views of the employees and other members. It is important to involve the members in the decision making because it contributes to the members in owning the decisions (Morris & Connolly, 2012). When the team members are satisfied with the decision making process, the members are committed to implementing the decision because the team members have a better understanding of the reasons for the decisions and the expected outcome of the process (Davids et al. 2013). The team members are able to develop or enhance self-abilities and skills since the team members have a platform to practice their decision making strategies and approaches. In the implementation of the strategic decisions, the team members understand the needs of the strategic action and the outcomes (Kaner, 2014). Since the expected goals are understood, the team members are able to identify potential obstacles and other challenges associated with the implementation of the decision (Robinson et al. 2011). The team members are able to engage each other and address the problem rather than waiting for the direction if the team members were not involved in the decision making. Moreover, the team members can provide ideas on alternative implementation of the strategies, which are positives towards supporting the strategic decision needs (Barry & Edgman-Levitan, 2012). Therefore, an informed team is likely to identify potential obstacles and address the obstacles because the team have a better understanding of the processes. An integral shortcoming of team-based decision making is the groupthink (Lussier & Achua, 2015). Groupthink is seen as an inhibitor in team decision making. Groupthink is seen as a psychological issue that frequently occurs within a team of individuals in which the desire for conformity and harmony contributes to a dysfunctional or irrational decision making outcome (Cummings et al. 2010). The team members tend to isolate from different perspectives including “outside” influences and actively creates mechanisms that suppress dissenting viewpoints with the purpose of minimization of conflict resulting reaching consensus without critical evaluation of alternative viewpoints (Blashki et al. 2011). Aspects of loyalty in the team necessitate individuals to prevent issues, which are controversial in nature or alternative solutions. The team based decision making reduces the individual capacities of independent thinking, uniqueness in decision making, and overall creativity. These processes are integral in making informed decisions because independent and qualified decisions are made (Nielsen & Huse, 2010). The dysfunctional nature of the group including other variables common in team works may create the illusion the right decisions are made and also dehumanising actions especially on the views of out-group. Hence, the groupthink ideology degrades the quality of decision making and may result in wrong or poorly thought decisions. In certain scenarios, aspects of efficiency are raised. The decisions that teams make are less efficient compared to decisions that an individual makes (Best et al. 2012). Other variables such as additional time since the team decision making process require coordination, discussions and participation, which affects the effectiveness of the decision making (Jeon, Merlyn & Chenoweth, 2010). It is important to understand some decisions have to be made in instantly, and the team-based decision making is not viable in such circumstances. Without effective structure and facilitation, the meetings can be ineffective because of trivial details and matters (Lussier & Achua, 2015). In addition, the team members may have interpersonal differences, which limits the decision making a process or the quality of the final decisions. Aspects of diffusion of responsibility are raised when it comes to team decision making. In an individual decision making, an individual is accountable for any decisions made; but, in a team based environment, the entire team is responsible for the decisions made meaning accountability of the outcomes is based on the team. It may be argued that if everyone is supposed to make the decisions, then no one has the right the decisions since the entire team makes the decisions (Nutt & Wilson, 2010). It also makes the team members to deny personal responsibility and blame other team members for the bad decisions or the ineffectiveness of the decisions. Challenges Health Care Leaders Face in Decision Making Within the Team Environment Health care leaders face numerous challenges when it comes to making decisions within the team environment include managing politics and internal stakeholders. A health care leader as to manage image, politics and relationships, which contributes to the decision making proves. The challenge includes managing up, gaining managerial support, and obtaining support from other departments and teams. A health care leader should be able to influence and convince the team members, and enhance the departmental requirements in advancing the strategic requirements of the company. In decision making, it can be viewed from two perspectives, which are determining the decision and implementation of the decision. The formulation of the decision requires collecting views from the members and the members are required to contribute to the implementation of the decisions (Lussier & Achua, 2015). These processes are canvased in the politics and ideologies within the organisation (Graetz et al. 2010). Thus, addressing the internal politics and ideologies can assist a health care leader to convert the team environment into a strategic requirement, else the leader continues to face additional challenges. Change is an integral component in an organisation and health care leaders faces challenges in leading, understanding, mobilising and managing change. Change requires effective decision making and change affects the entire organisation, department or sector, and in these sections, teams are affected (Paterson, Henderson & Trivella, 2010). In the implementation of change, mitigation of consequences including overcoming resistance while maintaining leadership position is important and may affect the perception of the team on the leader (Graetz et al. 2010). Balancing the requirements of change and fundamentals associated with decision making contributing to change creates challenges to a leader. Therefore, a health care leader has to balance the change requirements and team-based decision making processes. A team incorporates different variables and factors contributing to the determination of the effectiveness of the decision making and other operational specificities (Graetz et al. 2010). The challenges of leading a team include the team management, team development and team building. A health care leader is faced with challenges when it comes to taking over a new team, leading a big team and supporting or instilling pride in a team (Paterson, Henderson & Trivella, 2010). Decisions made during these phases influence the health care leader in inclusive or approach in the decision making processes (Lussier & Achua, 2015). A leader has to balance these different requirements and team dynamics to ensure the team upholds the views and expectations of a leader. However, arriving at this position is a challenge, and affects the team-based decision making and operating is team based organisation. In a team environment, different variables and technicalities exist, which influences the decision making and leadership requirements (Graetz et al. 2010). A health care leader is supposed to develop relevant skills such as decision making, strategic decision making, prioritisation, and tie management resulting in effectiveness at the work (Paterson, Henderson & Trivella, 2010). It is sometimes a challenge to have these skills and experiences, which creates challenges in a team based environment. For example, prioritisation requires weighing among numerous alternatives and a leader is supposed to determine the appropriate alternative (Lussier & Achua, 2015). In certain situations, a health care leader may face challenges in employing and utilising these skills, which affects the operations of the health care facility. Team Centered Leadership Vs. Leader-Centered Approach A common approach to analysing a leader is characterising a leader as either leader-centered or team centred leadership (Lussier & Achua, 2015). Typically, it may be seen as a leader-centered leadership is more of autocratic in nature compared with team centred leader who advances laissez-faire and democratic style of leadership (Schildkamp, Lai & Earl, 2012). The decisions to take a specific angle is influenced by context and other situational variables. Leaders can employ these different types of leadership depending on the scenarios and situations, and such leaders are seen as situational or transformative leaders. The team constraint is a common variable in determining the leadership employed (Graetz et al. 2010). A leader is sometimes required to make instant decisions and participating in meetings may create completes and a leader-centered approach is preferable is such situations (Paterson, Henderson & Trivella, 2010). In addition, the leader-centered approach enables a leader to control the conversation, and may highlight some important requirements. A team centred leader encourages collaboration, interaction and participation resulting in the creation of a paradox situation for the leader-designate (Graetz et al. 2010). Team members perceive a leader centre leader as effective in a sing perspective approach, but a group-centered leadership involves the entire members resulting in individual satisfaction from a group perspective because of the collective approach to the decision making and other approaches in advancing the requirements of the team. It may be argued there is no single leadership style which is appropriate for every situation because of the social and task dimension. It means that balancing and incorporating different approaches to leadership skills can improve the effectiveness of the decision making (Graetz et al. 2010). For example, in one instance, a leader may employ centred team approach when it comes to situations in which inclusiveness and collaboration are important while in other situations, the individual may employ leader-centered approach because of the fundamentals of the situation (Paterson, Henderson & Trivella, 2010). Thus, each of the leadership styles whether centred or leader based comes with different requirements and applicable to the different situations. Leaders have to keep transforming and realigning to address the situational requirements, to determine the appropriate direction of the organisation. Leaders’ Strategic Approach to Address These Challenges Leaders have an integral in any organisation including the health care facilities. Leaders are required to lead, manage, provide resources and support organisational requirements (Paterson, Henderson & Trivella, 2010). Such leaders have to embrace leadership style that reflects the organisation requirements and situational needs. It requires leaders that embrace leadership styles such transformational, and situational since these leadership styles incorporate the dynamics of the workplace. For example, a leader is able to realign the organisational resources to address the emerging conditions and requirements (Kakuma et al., 2011). These types of leaderships also benefit a leader with alternative approaches such as instant decision making, collaborating and engagement with the employees, addressing stakeholder requirements, and understanding motivational and employee requirements (Graetz et al. 2010). Leaders have to address the different facets of employees and the requirements of other stakeholders to ensure the organisation operates effectively. Thus, the type of leadership and application of leadership skills and expertise are important in addressing the numerous challenges evident at the health care facilities or organisations. Leaders have to advance effective communication and embrace understanding. Leaders employing effective communication are able to analyses the different situations and requirements of different stakeholders (Graetz et al. 2010). Effective communication also enables the leaders to engage with other members and enable formulation and implementation of different strategies (Hendricks, Cope & Harris, 2010). Effective communication allows the leaders and management to state the vision and mission of the organisation while the same effective communication is used in addressing strategies to achieve the strategic requirements of the organisation (Paterson, Henderson & Trivella, 2010). Without aligning the strategic obligations through communication in inclusion with the views of the employees, it becomes a challenge to implement effectively the strategic decisions and therefore, effective communication and understanding the different variables that affect an organisation is paramount for any leader (Paterson, Henderson & Trivella, 2010). Thus, leaders have to uphold effective communication and understanding in addressing challenges and problems common to the workplace and organisations. Leaders championing conflict resolutions and appreciating alternative views are important in addressing challenges. The leaders have to encourage the importance of the provision of alternative views and should not feel aggrieved when alternative decisions are taken (Reeves et al. 2011). Conflict resolution is a platform, which is used to address misunderstandings and misconceptions leading to the effectiveness of the implementation of strategic requirements of an organisation (Graetz et al. 2010). The workplaces and the labour regulations keep changing, and diversity is a crucial component in the medical field and other sectors (Reeves, MacMillan & Van Soeren, 2010). Perseverance, understanding, effective communication, resolutions and embracing divergent views are important and since conflicts and misunderstandings may occur, and appreciating conflict resolutions mechanisms become important. Thus, leaders have to champion conflict resolutions and encouraging other players to appreciate or preserve through alternative views and perspectives. In any organisation, the effectiveness of any decision or the decision making process depends on the adjustment of internal politics towards supporting the requirements of an organisation (Graetz et al. 2010). A leader has to appreciate the importance of internal political leaders and collect views regarding “political leaders,” and determining these views on the wider impact of the strategic direction (Hoffmann et al. 2014). It enables analysing the problems and expectations of the internal politics and readjust any process and requirements to reflect the organisational requirements (Light, Harvey & Mouchet, 2014). It includes changing the internal politics to support the requirements of the organisation and highlighting the benefits of strategic change. Leaders have to change organisational ideology, and encourage the employees and other stakeholders to change the strategic approach towards achieving the vision and mission of the organisation. Thus, internal politics may inhibit the effectiveness of decision making and embrace the importance of changing the ideologies, which changes the challenges to strength to an organisation. Conclusion Decision making in a team-based framework is important because diverse suggestions are provided and it is easier to implement the decisions made. The challenges of such an approach include the group think and the lack of ownership of the decisions when problems arise. The leaders in the health care have to address numerous challenges in making decisions in a team environment including the dynamics of the team, internal politics, urgency of the decisions, and the perception of other stakeholders. To address these problems, leaders have to embrace effective communication, counter the internal politics, engage and collaborate with other players in decision making. For example, leaders have to understand the efficiency of team-based decision making and leader based approach and determine which one is appropriate in which situations. Critically discuss some of the challenges that health care leaders are faced with in terms of decision making within the team environment. 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