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Introduction to Group Decision Making
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So, what happens if a group finds itself under the influence of Decision Paradox? Chances are, the decisions rendered will not be well-planned courses of action and will have little real commitment from team members.

As managers, it is important to avoid falling into the Decision Paradox trap. How can that be done? Be aware! Probably the most important thing to remember is that Decision Paradox exists. Unfortunately, it is difficult to recognize unless you take the time to step back and examine the dynamics of your group. Ask yourself, and the group, some of the following questions listed below to better recognize and avoid the effects of Decision Paradox.


 
Be aware! . . .
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How can you heighten your awareness of Decision Paradox? Ask yourself these questions next time your group is trying to come to consensus on a decision:		 . . ..
Test for Decision Paradox

Q: How will this decision be made? What process will we use to review options and pros and cons?.

Q: Are people participating in the conversation? If not, why?

Q: How often do members challenge one another?

Q: Do certain members pressure others or talk over them?

Q: Have you thoroughly tested the assumptions that led to your decision?

Q: How many alternatives are considered when making decisions?

Q: How much follow up is there once a decision is implemented?

Q: How often do people approach you or one another after the meeting to express concerns?

Q: How much commitment does there seem to be to the decision?

Q: How comfortable are you really with your group's decision?
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If you're leading a group discussion you especially need to be aware that Decision Paradox is a very real threat to your group's ability to make a decision. Make your group aware of these powerful dynamics. Awareness is the best way to combat Decision Paradox. The following are a few other suggestions:
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 Recognize / praise those that take the risk to question the group or other individuals. See that their manager recognizes their initiative. Lead by example if necessary. Be the first to question the group.
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 Spend time in your meeting critiquing your decision i.e. Conduct a Brainstorming exercise; "Here's why our decision won't work". This makes it safe to question the decision. Post these reasons on a whiteboard or flipchart so the group can reflect on them while arriving on a decision.
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 Emphasize the use of data to verify "hunches and gut feelings". A member may dismiss an idea or strongly endorse another simply because of a "feeling". Once accepted that notion becomes gospel and shapes decision making.
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 If you're comfortable, ask one or more participants, "If I left this decision up to you and you alone, what would you do?"
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 Test the group's assumptions. Often times our decisions are shaped by underlying assumptions that may or may not be accurate. We take them for granted so they go unquestioned - long standing policies and procedures assumed to be cast in stone, use of particular software or technology as required, financial restraints, assumptions about others - i.e. "upper management will never go for that....".
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 Recognize when senior members of the group are unfairly influencing the group's decision. Senior members are likely to go unquestioned with no peers in the meeting. While they're often correct they may railroad the group into their decision.


Below is a quick and easy model to follow when your group is attempting to arrive at a decision.


 
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Be sure the problem is clearly defined and understood

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Encourage input from all members and all perspectives -
test your assumptions

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Facilitate consensus

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Test for consensus

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Develop a specific implementation plan with assignments
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Okay - that will help you test for Decision Paradox so you can combat it if it exists. But how can you avoid it altogether? It may be impossible to avoid it completely but by applying a very logical, structured approach to your decision making you can greatly minimize the impact of Decision Paradox because the group has agreed on priorities and builds consensus on a series of small decisions. Confused? Click the Continue option for a specific example.
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