Involving employees in decision making has known benefits, but not every decision warrants consultation and Managers should be strategic when asking for input. Many Managers know that involving employees in decisions can increase engagement, but, are nervous about involving too many people, or giving them too much influence, because they don't want to lose control of the process.
This should be determined by the nature of the decision and the outcome they are trying to achieve. To make the right call, Managers need to consider a range of details including: the decision itself; its context and significance; the time available to make it; who the relevant stakeholders are and the level of buy-in required.
Sometimes too many people are involved in decisions than too few. This is just to keep everyone happy. However, this policy does not always work, as many times, you are asking for opinions for the sake of asking someone. The participants in this case are in the first place, unsure as to why they are there in the meeting.
Instead of involving as many people as possible in a decision, Managers need to spend time thinking about why they are involving others in the decision in the first place. If consultation is required, it should generally be limited to the key team members.
Other key points to consider are how much time is available, how much buy-in is required of the team members and what information is required. In the case of a minor decision about where to hold the company’s annual year-end Party, you probably don't want to spend as much time and involve as many team members as you do about relocating an office or in the case of a major workplace change.
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