How can you use the Vroom-Yetton-Jago model to improve team decision making?

1 What is the Vroom-Yetton-Jago model?

The Vroom-Yetton-Jago model was developed by Victor Vroom, Philip Yetton, and Arthur Jago, based on the idea that different situations require different decision making styles. The model identifies five decision making styles, ranging from autocratic to consultative to group-based, and provides a set of questions that help you determine which style is most appropriate for your situation. The questions are based on factors such as the importance of the decision, the availability of information, the complexity of the problem, the need for commitment, and the potential for conflict.

2 How to use the Vroom-Yetton-Jago model?

Using the Vroom-Yetton-Jago model requires you to answer seven yes-or-no questions about your decision making situation. Each answer leads you to a different branch of a decision tree, until you reach a letter that indicates the recommended decision making style. The letters are A1, A2, C1, C2, and G2. A1 means you make the decision alone, based on the information you have. A2 means you obtain some information from your team members, but still make the decision alone. C1 means you consult with your team members individually, and then make the decision. C2 means you consult with your team members as a group, and then make the decision. G2 means you involve your team members in a group discussion to reach a consensus decision.

3 What are the benefits of using the Vroom-Yetton-Jago model?

Using the Vroom-Yetton-Jago model can help you improve team decision making in several ways. First, it can help you avoid overusing or underusing your authority as a leader, and balance the need for speed and quality in your decisions. Second, it can help you increase the satisfaction and motivation of your team members, by involving them in the decision making process when appropriate. Third, it can help you enhance the creativity and diversity of your decisions, by tapping into the knowledge and perspectives of your team members. Fourth, it can help you foster a culture of trust and collaboration in your team, by showing respect and appreciation for their input and contribution.

4 What are the limitations of using the Vroom-Yetton-Jago model?

While the Vroom-Yetton-Jago model can be a useful tool for team decision making, it also has some limitations that you need to be aware of. First, the model assumes that you have a clear and well-defined problem, and that you have enough time and resources to answer the questions and follow the decision tree. However, in reality, you may face ambiguous or urgent situations that require you to adapt and improvise. Second, the model does not account for the individual differences and preferences of your team members, such as their personality, skills, experience, and motivation. Therefore, you may need to adjust your decision making style according to the characteristics and expectations of your team members. Third, the model does not consider the external factors and stakeholders that may influence or affect your decision, such as the organizational culture, the senior management, the customers, and the competitors. Therefore, you may need to consider the broader context and implications of your decision, and communicate it effectively to others.

5 How to apply the Vroom-Yetton-Jago model in practice?

To apply the Vroom-Yetton-Jago model in practice, you need to start by defining your decision making situation and goal, and gathering relevant information and data. Then, use the questions and decision tree of the model to identify the most suitable decision making style for your situation. After that, implement your decision making style, involving your team members accordingly. For instance, if you choose a consultative or group-based style, you should prepare some questions, listen actively, provide feedback, and facilitate the discussion. Finally, evaluate the outcome and process of your decision, and learn from the experience. Ask yourself and your team members questions such as: Was the decision effective and efficient? Did it meet expectations and objectives? How did team members feel about the decision making process? What worked well and what could be improved?

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?