[c]

In principle, individuals and teams are more likely to take ownership of a decision and its implementation if they have been involved in discussing and agreeing it. It is more likely, for example, that tasks will be completed on time if the research team jointly discusses and agrees responsibilities and deadlines

Following a logical stepped approach to making decisions will yield effective and efficient solutions.

Step 1 - Identify the big picture Gather and exchange as much information as possible Agree the process to be used to make the decision

 

Step 2 – form an opinion Explore the options, keeping in mind the requirements of the solution Elicit everyone’s views and opinions, making sure best use is made of collaborative working

 

Step 3 – make the decision Identify the most popular solution  Review the possible consequences and decide whether these are acceptable Agree how the decision will be implemented, giving time for all to contribute Agree the decision to be made

 

That said, there are certain situations when it is inappropriate for the Research Team Leader to involve the team in making a decision. 

Sometimes a particuar course of action has to be taken (for example, because of constraints enforced by the funder or edicts from the university) and there is no room for consultation or discussion.  In this case, the research team leader needs to 'tell' the team what has been decided.

Sometimes the research team leader may prefer a particular course of action or outcome to the decision. Their political astuteness may tell them that this would be the best path to take in the long-run or they may feel that their experience equips them to make a better quality decision about some aspects of the project. In this case the Research Team Leader may need to 'sell' their decision to the team, telling them why this would be the best course of action and using their powers of persuasion to gain agreement.