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What are the best decision making models for high performance teams?

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High performance teams are groups of people who work together to achieve exceptional results, often in complex and uncertain environments. They need to make fast, effective, and collaborative decisions that align with their shared goals and values. But how do they do that? In this article, you will learn about some of the best decision making models for high performance teams, and how they can help you overcome challenges and conflicts in your own team.

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Patrick Seaton

I help organizations and consultants become more agile and effective at "Organizational Whack-a-Mole". A new…

1 Rational model

The rational model is based on the assumption that decision makers have clear objectives, complete information, and logical preferences. It involves following a series of steps, such as defining the problem, generating alternatives, evaluating criteria, choosing the best option, and implementing the solution. The rational model can help high performance teams make consistent and objective decisions, especially when they have a lot of data and time to analyze it. However, it may not work well when the situation is ambiguous, dynamic, or emotional, or when the team members have different perspectives and interests.

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2 Intuitive model

The intuitive model is based on the assumption that decision makers rely on their gut feelings, instincts, and experience. It involves using heuristics, shortcuts, and rules of thumb to make quick and flexible decisions, often without conscious reasoning or analysis. The intuitive model can help high performance teams make creative and adaptive decisions, especially when they face uncertainty, complexity, or time pressure. However, it may also lead to biases, errors, or oversimplification, or when the team members lack expertise or feedback.

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3 Participative model

The participative model is based on the assumption that decision makers involve other people in the process, such as team members, stakeholders, or experts. It involves sharing information, soliciting opinions, building consensus, and delegating authority. The participative model can help high performance teams make inclusive and democratic decisions, especially when they need to foster trust, commitment, and collaboration. However, it may also cause delays, conflicts, or compromises, or when the team members have conflicting goals or values.

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Patrick Seaton

I help organizations and consultants become more agile and effective at "Organizational Whack-a-Mole". A new generation of Change Facilitation tools to get rid of the Elephant Under Your Rug. Contact me to explain.
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In my experience, as a Change Management Consultant, participative engagement is the best way to connect strategy with execution. I do this leveraging a suite of almost 30 focused, visual Conversation Frameworks. By bringing people through a structured discovery and analysis process to arrive at conclusions and solutions to the topic at hand, participants drive small, incremental changes and have embedded buy-in for the changes. Conversation Frameworks are game changers when trying to get everybody focused on the topic with an objective of changing the current situation or overcoming a challenge/pain point. Patrick Seaton, Innovative Management Tools

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4 Vroom-Yetton-Jago model

The Vroom-Yetton-Jago model is based on the assumption that decision makers choose the most appropriate style of decision making depending on the situation. It involves using a decision tree that considers seven factors, such as the importance of the decision, the availability of information, the level of agreement, and the need for implementation. The model suggests four possible styles: autocratic, consultative, group, and delegative. The Vroom-Yetton-Jago model can help high performance teams make situational and flexible decisions, especially when they need to balance speed, quality, and acceptance. However, it may also be complex, subjective, or rigid, or when the team members have different expectations or preferences.

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5 Cynefin framework

The Cynefin framework is based on the assumption that decision makers face different types of problems that require different types of responses. It involves using a sense-making model that categorizes problems into five domains: simple, complicated, complex, chaotic, and disorder. The framework suggests four possible responses: best practices, good practices, emergent practices, and novel practices. The Cynefin framework can help high performance teams make contextual and adaptive decisions, especially when they need to cope with change, uncertainty, and ambiguity. However, it may also be challenging, dynamic, or unpredictable, or when the team members have different levels of expertise or awareness.

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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?

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Ulrich Nettesheim

Leadership Consulting and Executive Coach for the C-suite
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Only the last two examples provided are actual ‘decision-making’ models. The first two examples are types of decisions and the third is one option of among a range of decision making process options.

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What are the best decision making models for high performance teams?

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1 Rational model

2 Intuitive model

3 Participative model

4 Vroom-Yetton-Jago model

5 Cynefin framework

6 Here’s what else to consider

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