Shura: Bringing Participative Decision-Making to the Next Level

Since the first quarter of 2020 when Covid-19 first hit the global economy, organisations have made arrangements for their employees to work from home (WFH). After two years, remote and hybrid work seem to be a preferred work mode amongst employees. A study by Accenture in 2021 discovered that out of 9000 employees worldwide, 83% say that the hybrid mode is optimal even after the pandemic is over.

Although it is always preferable to establish clear WFH or remote work policies, sometimes the optimal level of preparation may not be feasible. Managers need to understand that while remote work affords the liberty of movement to the employees, there are other factors that make this mode of work especially demanding.

High-performing employees may experience declines in job performance and engagement when they begin working remotely, in the absence of physical supervision, lack of access to important information and the extra time it takes to get answers to even the simplest of questions.

In addition, some employees may also experience social isolation, while others may suffer from stress due to distractions at home.

While team leaders can acknowledge the stress and anxiety felt by their team members, they may also offer support by providing affirmation by telling their teams “we’ve got this,” or “this is tough, but I know we can handle it”. This way, leaders can help employees to take up challenges with a sense of purpose and focus.

But beyond this, how can leaders help to ensure that employees can still sustain the sense of belonging, that “part of the team” feeling, for the long haul? If remote or hybrid work is the preferred work mode of the future, how do leaders ensure that employees will be continuously engaged and inspired?

One of the solutions is to encourage participative or collaborative decision-making amongst team members. The chasm of distance between team members, or between different teams, can be bridged by adopting a culture of decision-making by all and for all. Through this approach, every member of the team gets to contribute ideas and suggestions. No one is left behind and no idea is too dumb to be considered.

This concept of participative management was introduced more than 1400 years ago when Islam provided the most practical method of making business decisions by way of shura.?

What is shura? Shura is participative management from the Islamic perspective. Shura also refers to the process by which honey is extracted from a beehive, thus when used in the context of business it denotes the precision and care required for the consultative process to succeed.

The very science of management itself refers to a process of influencing and supporting others to work enthusiastically towards achieving objective. It is a major factor for the success of any organisation. Shura is the process in which managerial leaders in Islam consult with their people before making any decision. Likewise, in a business context, leaders must consult with their teams in formulating any strategy or policy. In shura, every member has input and influence over the decisions that affects the organisation. Participatory management improves the effectiveness and capacity of an organisation.

The legal framework of shura is based on the following ayat:

“And those who have answered the call of their lord and establish prayer and who conduct their affairs by consultation and spend out what we bestow on them for sustenance.”

Surah Ash-Shura: 38

The above verse of the Quran is the basis for participatory decision making on which every person charged with the affairs of the organisation is ought to adhere. Hence the difference between the western concept of team leadership and the Islamic perspective: Islam does not support absolutism. A leader is not only accountable to Allah SWT but the people whom he serves and those who put their trust in him.

“And by the Mercy of Allah, you dealt with them gently. And had you been severe and harsh-hearted, they would have broken away from about; so pass over (their faults), and ask (Allah’s) Forgiveness for them; and consult them in the affairs. Then when you have taken a decision, put your trust in Allah, certainly, Allah loves those who put their trust (in Him)”.

Surah Ali ‘Imran: 159

Various hadiths show that Prophet Muhammad SAW had validated shura. According to At-Tirmizi, “my Ummah (muslims) cannot agree on error” (Ibn Umar: At-Tirmizi 2167). ?The objectives of shura taken by the Prophet SAW are, inter alia, to teach the consultation policy to the ummah, to motivate them to revive the sense of mutual help and to develop confidence among the members of the organisation. In shura, the top-down approach of autocratic management is not a feature.

The most important aspect of human resource management (HRM) is justice and equity. Indeed, the bedrock of every contractual relationship between an employer and an employee is mutual trust and confidence, and a deficit of trust leads to the breakdown of this relationship.

It is laid down in the Quran:?

“O ye who believe! Stand out firmly for Allah as witnesses to fair dealing and let not the hatred of others to you make you swerve to wrong and depart from justice.?Be just: that is next to Piety: and fear Allah for Allah is well-acquainted with all that ye do.”

Surah Al-Ma’idah: 8

In managing an organisation, there should be a sense of humility and compassion among those who are holding leadership positions.?Where justice and fairness prevail in the administration of the organisation, employees shall wilfully follow rules, policies, regulations and procedures set by the employer, thus facilitating the creation of a natural compliance culture.

Personnel management practices in the western world has been criticised for viewing human beings as a resource that can be used to create economic value. This is however not the case in Islamic human resources management which is more focused on the interpersonal relationships and the concept of fair treatment and respect of the human being at all levels. There is a hadith in which Prophet Mohammed SAW says "I am the adversary of a man who employs a worker but does not pay him rightful wages." (Bukhari, Hadith No. 2114). Islam’s framework of personnel management emphasises the elements of taqwa (fear of Allah SWT), sidq (honesty) and adl (fairness) and not just the bottom line of the business.

So how do team leaders embed the principles of shura in communicating with and managing their remote teams? The following are suggested:

• Have a structured daily check-ins where the leader takes the opportunity to see how his team members are doing. Encourage them to speak out and reach out for help when they are feeling overwhelmed, or just need someone to bounce their ideas off. This takes the pressure and monotony away from the superficial check-ins where conversational exchanges are "forced".
• In the spirit of shura, team leaders should provide several different communication technology options to enable team members to partake in collaborative discussions conveniently and without hassles. Video is useful for complex or sensitive conversations, as it feels more personal. Mobile-enabled individual messaging functions can be used for those which require urgent and immediate responses.
• Design virtual meetings as safe spaces for everyone to provide input, suggestions, ideas and tell stories. Give constructive feedback and encourage everyone to learn from one another.
• Provide opportunities for remote social interaction amongst team members e.g. to leave some time at the beginning of team calls just for non-work items (e.g., “We’re going to spend the first few minutes just catching up with each other. How was your weekend?”).?
• If the discussion can be taken offline, do so in the same spirit of camaraderie and openness.

Shura ensures that leaders offer support via participative decision-making so that team members will feel that they are appreciated and valued as individuals and their differences celebrated.?Applying the principles of shura over the traditional (western) way of managing teams brings satisfaction, involvement, and innovation to a higher level.