|Beliefs are the foundation of empowered relationships
|Decision makers in empowered relationships believe they
||Participants in empowered relationships believe they
- Must earn the right to lead.
- Don’t have enough information to make the best decisions; others often have better access to information.
- Can improve the quality of their decisions by obtaining the input of those who have valuable perspectives.
- Can benefit from respected participant’s feedback, even when it is difficult or painful to receive
- Can contribute to the quality of decisions for which they have specialized knowledge, unique perspectives, or considerable experience.
- Must earn the right to influence the decision maker’s thinking by providing valuable perspectives.
- Are responsible for helping decision makers make the best, most informed decisions possible.
- Have no direct control over the final action but can influence decisions by offering their input.
- are working with a decision maker who is willing and able to be influenced when the advocacy comes from a source he or she deems credible.
Motivations are the driving force behind empowerment
|Decision makers in empowered relationships want to
||Participants in empowered relationships want to
- Make decisions that achieve the best immediate and long-term results.
- Ensure their decisions are thorough and technically accurate.
- Increase other’s commitment to their decisions.
- Engage in breakthrough thinking and creative problem solving.
- Foster an environment where people are involved and feel valued.
- Shape decisions that produce immediate and long-term results.
- Work where they have an opportunity to influence their own destiny and that of the company.
- Increase the likelihood that decisions are well thought out.
- Work for a company in which they feel valued.
- Help produce breakthrough solutions.
- Share in the organization’s vision.
Actions are the behavioral evidence of empowerment
|Decision makers encourage empowerment when they
||Participants enhance empowerment when they
- Select and develop people who will offer ideas and support their decisions.
- Determine when and how much to solicit the input of others.
- Send clear messages that participation is expected and will be rewarded.
- Appropriately involve specific people in the decision-making process (according to their qualifications and the amount of flexibility the situation allows).
- employ techniques that facilitate participation (such as an open-door policy, focus groups, or hotlines).
- Carefully listen to and consider the ideas of others.
- Demonstrate the permeability of their frame of reference by using the input of others.
- Explain the rationale behind their decisions to those who offered input.
- use consequence management to rewarded those who support the decision and impose sanctions on those who do not.
- Recognize situations where they have input to contribute, and then offer it.
- Identify problems early and prepare adequately before offering suggestions to decision makers.
- Share their honest perspective, even when this challenges the decision makers’ view or desires.
- Show support for the decision maker and/or the decision, even when it was not what they advocated.
- Follow up with the decision maker to determine the impact of their contribution.
- Share with others examples of successful participation with decision makers.
Sequence (Start anywhere, keep going around)
- Participant earns the right to influence decision maker.
- decision maker values participant and acknowledges interdependence.
- Decision maker declares when input would be helpful to make a decision
- participant decides if issue and recommendations to be offered are worth the required investment
- participant prepares and presents recommendations to fit or shape decision maker’s frame of reference.
- Decision maker actively listens; appreciatively understands participant’s perspective
- Decision maker declares decision and explains rationale.
- Participant demonstrates support, devotion to the decision or loyalty to the decision maker.
cf.: Model- Decision Making Styles
Source: Leading at the Edge of Chaos, Daryl Connor,page 234-236