D is for Decision Making: From Consensus to Clarity.

“In the end, we are our choices.” Jean-Paul Sartre.

Decision making in leadership teams is often where alignment breaks down. The desire for consensus can lead to delay, dilution, or disengagement.

Recent research confirms that while direct participation improves decision quality in complex problems, too much involvement can create inefficiency. Effective teams balance inclusivity with clarity; knowing when to consult, when to decide, and when to delegate.

In one scale-up we supported, the exec team was paralysed by “collaborative overload.” Everyone was involved in everything. By mapping decision types and assigning clear ownership, they reduced meeting time and improved strategic execution.

Actionable Insight:

• Categorise decisions: strategic, operational, people related. 

• Apply the RAPID framework (Recommend, Agree, Perform, Input, Decide).

• Ask: “Who owns this decision - and what does ownership mean here?”

• Use an assessment e.g. Decision-making and Self-regulation Assessor (DASA).

• Consider using AI and digital tools to improve accuracy and detailed analysis.

Why it matters: Decisions shape direction. When ownership is unclear, momentum stalls. When it’s defined, teams move with purpose.

Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.  Wageman, R., Nunes, D. A., Burruss, J. A., & Hackman, J. R. (2008). Senior leadership teams: What it takes to make them great. Harvard Business Press. 

Rutka, R., Wróbel, P., & Wycinka, E. (2023). Team members’ direct participation in decision-making processes and the quality of decisions. Journal of Entrepreneurship, Management and Innovation, 19(3), 85–110. Open access PDF.