j e s r u s h . c o m

Most day-to-day project or operational decisions don’t require grand meetings and circumstance, but there are some situations where gatherings should be called to make decisions:

• Whenever group input is likely to significantly improve the quality of the decision.
• Whenever the problem is complex and requires multiple specialists.
• Whenever team members might have difficulty accepting a decision

So how does a project manager or leader facilitate these decision-making sessions? I’ll share my basic framework:

1. Identify the problem. Clearly state the fundamental problem and its context. The key thing here is to avoid framing the problem in terms of choices (predefined choices kill creativity). The WRONG way: “Should we abandon the mapping component entirely or substitute an alternative map module?” The RIGHT way: “The mapping component difficulties have put us ten days behind schedule. We need to determine the best way to move forward.”
2. Generate options. Begin by establishing a moratorium on criticism. All ideas–even the craziest ones–are wanted here. Make the point that all ideas belong to the group, nobody “owns” an idea, and everyone is free to twist and extend ideas suggested by someone else. Try to gather as many ideas as possible (quantity over quality) and be sure to prompt/include anyone who is naturally shy or not participating. Put all ideas up on a whiteboard as they come in.
3. Set evaluation criteria. The team needs some way to sort through the options. If you established an expectations management matrix with the sponsor (which prioritized scope, schedule, or budget) or if you defined a project vision (e.g. “Put a man on the moon by 1975″), then you have your basic criteria there. For example, an alternative which pushed you past 1975 would score poorly.



4. Facilitate a Decision. Provide summaries of progress and keep the group on track. Protect minority opinions and ensure that everyone has a say. Test consensus and re-state your understanding of what is being said (silence does not equal agreement!). Some conflict here is acceptable (even desirable), but if tempers flare or it becomes dysfunctional — then end the meeting and reschedule another one.
5. Follow Through. After the decision has been made, the group should later be called together for a miniature ‘lessons learned.’ Did the decision turn out to be the correct (or best) one? If not, what threw the group off? How can a better decision be made next time?

   The bottom line is that if you want good decisions, you must follow a good decision-making-process!

I finally got around to reading another one of Patrick Lencioni’s business “fables”:   The Five Dysfunctions of a Team.  This one involves an elaborate fictional scenario in which a new CEO rescues a splintering senior leadership team.  Presumably, the lessons are just as applicable down the org chart.  The format gives Five Dysfunctions two major advantages over like-minded ‘team building’ texts:  It makes it eminently readable (no dry theory here) and it makes it memorable.  No doubt readers will be able to recall the umm — confrontation — with Mikey for years to come.

After Lencioni has you hook, line, and sinker on the story, he spends the last portion of the book breaking down what happened according to the five dysfunctions, and explaining how to avoid and/or fix these pitfalls.

Dysfunction 1:  Absence of Trust

Dysfuntion 2:  Fear of Conflict

Dysfunction 3:  Lack of Commitment

Dysfunction 4:  Avoidance of Accountability

Dysfunction 5:  Inattention to Results

This is a winner.  Yes it occasionally steps into pop-business-psychology territory, but most of the time it is on point as a basic team building primer.  There is nothing groundbreaking here, but there never is with Lencioni.  He has built a nice little niche gathering assorted insights on some business subject and embedding them into something which is actually readable.  He succeeds once again here and you’ll learn a few tricks in the process.

Recommended.

There is a brillant podcast over at Cornelius Fitchner’s aptly titled ‘Project Management Podcast’ about the challenges of working with virtual project teams (i.e. when team members are scattered all over the world). In addition to all the usual difficulties in managing a project team, virtual teams add an additional layer of communication complication and other relational problems. But this week’s guest–Adrienne Keane of Cisco–has some incredibly good advice for handling these issues. She has organized them into six success factors:

• Foster effective communications
• Focus on building relationships and trust
• Establish team identity & key processes
• Conduct effective virtual meetings
• Recognize & reward team members
• Enable collaboration & communication with technology

This is not pop-management nonsense, Keane has some really good ideas on implementing those factors.  Listen to the full podcast for all the details.