Integrative Decision Making Process
Integrative decision making process is a structured in nature. It is used for taking group based decisions by involving employees and their opinions on an issue. It has more balance than both top-down and consensus decision making approach (the extremes of the decision making spectrum). The integrative decision making process generally includes:
Step 1: Present Proposal
A solution is proposed that describes the problem at hand and provides a solution for overcoming the problem (Goldminz, 2014).
Step 2: Clarifying Questions
Any team member can ask questions to clarify their doubts and the proposer needs to answer and clarify doubts. No dialogue or reactions are allowed in this phase (Goldminz, 2014).
Step 3: Reaction Round
Every team member can respond to the proposal in the manner they find suitable and no responses or discussion are allowed during this phase (Goldminz, 2014).
Step 4: Amend and Clarify
Proposer needs to either amend the proposal or clarify the intent based on the reactions received in the previous round. No discussion is allowed during this phase (Goldminz, 2014).
Step 5: Objection Round
Every team member is allowed to give their opinion on the ways the proposal can lead to harm or become a problem for the team later. This phase requires objections from the team members which are tested and captured in this phase and the proposal is adopted only when none of the objections surface (Goldminz, 2014).
Step 6: Integration
The final step of the process is to develop an amendment that can easily be agreed upon by the team and no objection is caused. The focus is kept on every objection and all of them are integrated in the amended proposal. It is possible that another objection round would happen before a final decision (Goldminz, 2014).
Advantages of Integrative process
Involves Everyone
Apart from the benefit of structured and repeatable nature of the decision making process that refines the final outcome. The integrative process gives everyone in the team an opportunity make suggestion and deal with objections. Every need of the team member is considered and the final solution is an amendment of the objections made by team members. By separating each stage and refining the final outcome, clarifications are given on each objection made by team members by the proposer (Goldminz, 2014).
Identifying the Negatives
One of the biggest advantages of the integrative process is identification of the possible harms that can easily move them backward on a later date. This is the major advantage of integrative process and consensus based process and team members are allowed to give them objections to the process and it is possible to make amendments to the proposed solution (Goldminz, 2014).
Different Approach for Different Employees
Proposer
In the integrative process, the proposer comes up with a solution and places the solution in front of all team members. The proposer can be sure of the idea, but receiving feedback from other team members is necessary. The proposer is given the opportunity to explain to other team members who oppose or expect amendments how the solution would work and if there are any amendments reached, the proposer needs to make those amendments without discussion. The integrative process allows the proposer an opportunity to clarify all questions from the amenders and give them an idea of how the solution would work.
Reactors (Amenders)
The proposer provides a solution and other team members can either agree to it or ask questions. Those who ask questions need to be satisfied with the response given by the proposer; otherwise they will become part of the reactors. This is the group that asks for amendments in the solution and react in their own manner to the solution. Amenders play an important role in the identification of areas that need to be modified to ensure the final solution has better balance and turns out to be more effective. Overall, amenders are important in the process as they help in shaping the final solution.
Objectors
The final group of people is called objectors as they give insights into the way a solution can backfire at a later date. Each team member can present their own objection as it is possible that even the most agreeable solution has the capacity to hurt the operations at a later date. Once objectors provide their insights, proposer needs to ensure the solution is tested and captured. The proposal is only accepted for integration once none of the objections are strong enough or no objections are made by the team members.
Developing Employees with Different Strength
Maximizing the use of Individual Strengths
One way to develop employees with varied strengths is apply them towards achievement of the overall goals of the team. By helping team members understand other’s strengths and the way these talents can be united to improve teamwork skills and develop a strong picture, is useful in developing different people in the team. It is important that team members are advised to take advantage of another team member’s strengths and give importance to their opinion (Clark, 2014).
Assignments based on Strengths
Another measure of developing employees with different strengths is by assigning project on the base of each employee’s strength. By making sure employees are working on projects that are suitable to their strengths, the organisations output can be boosted as each employee is working in areas they deem suitable for themselves (Clark, 2014).
Incorporation of Strength
Incorporating strengths into employee performance reviews and conservations also boosts the chances of increasing involvement of employees and better performance. When goals are set according to employee’s strengths and core competencies, it becomes easier for the developing employees, even when they different strengths (Clark, 2014).
Aligning Employee Strengths
Another way is by helping employees to align their strengths to the responsibilities and expectations of their roles. It is also important to ensure that employees are nurtured and guides to keep their focus on their strengths, before giving them achievable goals that can be aligned with their responsibilities and talent. This would ensure team members feel content with their roles and utilization of their skills (Clark, 2014).
Strength Training
Employees should be given some for strength training for honing their skillset and identifying and optimizing their strengths for the betterment of the team. This form of training can be something that the HR department can take care of with the support of employees and leaders in the organization (Clark, 2014).
Cross Training
When team members have specific, it is advisable that they are involved in a group exercise and bundled with other employees who have their own specific skills. The cross training process requires employees to participate in exercises where a skill trade-off can take place and each employee can help improve others in their own specialized skill. This form of skill sharing increases the knowledge level in the organization and cross training improves employee relations with each other (Clark, 2014).
References
Clark., T. (14 April 2014). 11 Ways to Build the Strengths of Your Team Members. Retrieved 29 February 2016 from, https://www.liquidplanner.com/blog/11-ways-build-strengths-team-members/
Goldminz., I. (14 October 2014). Holacracy’s Integrative Decision Making process. Retrieved 29 February 2016 from, https://medium.com/org-hacking/holacracys-integrative-decision-making-process-f750d4b82abc#.4ihgorz6h
