How Men’s Teams Make Efficient, Effective Decisions

By Moe Rubenzahl

Three Decision-Making Methods

What does a men’s team do when some members want one thing and others want something different? How can they resolve differences quickly and get on with the business at hand? 

Here are three methods a team can use to make a decision: Unanimity, decision by authority, and consensus. When these are well applied, a team spends less time deciding and more time doing. 

1) Unanimity

Unanimous decisions require that everyone agrees. For example, many teams require that all membership decisions, such as whether to add a new member, be decided unanimously. 

Because it is hard to achieve, best practice is to require unanimity only for the most important decisions.

2) Consensus

From the same roots as the word “consent,” consensus occurs when the team agrees on a decision, even if some members prefer something else. 

For instance, four members want to go bowling and two want to play pool. After some discussion, the team learns that one of the pool players really, really, really wants to play pool and the four bowlers, who don't care that much, can live with playing pool. Consensus has been achieved. 

Notice how this is not the same as voting, where the majority rules and the strength of each man’s desire is not considered. While voting is fast, as it does not require much discussion, consensus gives weight to strongly held positions and allows every man to be heard.

3) Decision by delegated authority

Sometimes a team will delegate authority to someone, such as the team leader, to make a decision or commitment on behalf of the team. In certain situations, a team member may simply take that authority, trusting that the team will support the decision. 

This method requires trust because the team is bound to decisions made without the consultation of all the members. But it is a necessary tool for times when securing consensus would be a problem, such as when just one member attends a meeting with others outside the team where a decision affecting the team is being made. Naturally, members would make such commitments carefully. 

As an example, Momentum may ask all the teams represented at a monthly meeting to support an upcoming community service project. If a team is only partially represented, and going back to the team to get agreement from the other members would be cumbersome, one or more members present might volunteer the team, knowing the team will stand behind them. 

A wise practice is for each team to have a standing rule allowing or not allowing members to decide on behalf of the team. Allowing any member to volunteer the team is efficient and powerful, but requires great trust. 

What’s best?

Most team decisions are best decided via consensus. It streamlines difficult decisions because at some point in the debate, the team will ask dissenting members the magic question: “Well, can you live with it?” If the answer is yes, then the matter is solved.

No whining

It is important to note that once you have participated in a decision, made by whichever method, you waive your right to complain about the outcome! Honorable and healthy practice is that once the decision is made, every man gets behind it.

Key Take-aways:

• Efficient decision making means a team spends less time deciding and more time doing. 

• Momentum’s men’s teams favor three methods for making decisions: Unanimity, decision by authority, and consensus. 

• Consensus is generally the most effective method for making decisions, but is not appropriate for all situations.

• When a decision is made, all members get behind it.