Why Collegial Decisions Are More Accurate

To lead and make decisions in organizations collegially is an exercise that takes into account all the members of the community and brings them closer to forming assertive criteria.

Why Collegial Decisions Are More Accurate
Decisions made in a collegial manner are more accurate. Photo by Annie Spratt / Unsplash

Collegiality in the management and decision-making of organizations is an exercise that takes into account all the members of the community and helps to form assertive criteria.

Leading, regardless of whether it is an art or science since it has something of both, requires indispensable elements such as an objective, i.e. that there be a direction, and the unity of those who make up the community.

Any managerial decision has an opportunity cost, since an option is taken from among two or more that are presented, one option is taken and the others are discarded so that there will never be certain as to what that cost was.

In the end, the decision is often made by a single person, even if there is a board of directors and advisors, so there must be practices that allow decisions to be correct, and for this reason, the decision-makers must be given confidence.

Decisions made in organizations, sometimes very large organizations with thousands of members, must respond to the challenge of transcending individuals. Others must know that the decision taken will benefit them, that it will make them grow.

On many occasions, pride prevents us from listening to others or distracts us with personal objectives instead of looking out for the collective. It is necessary to accept that there are people around us who are better than us and with the participation of all of them we can build better.

There are two ways of exercising leadership: one is because we have authority and the other is because we have earned the respect of others. The best is the second one. The example of King Arthur's Round Table; what did such an important king want counselors for? To make better decisions. We have advisors because we do not know everything.

The recommendation is to act with prudence when making decisions. Sometimes, you have to know how to wait, although sometimes prudence consists of acting immediately because of the pressing situation at hand.

How can you make the best decision?

Imagine a symphony orchestra in which there are soloists, section leaders, different instruments, some demanding like the violin and others that seem unimportant like a bell that is rung from time to time in the middle of the symphony, and they have a conductor. They all know the score and the moment when they should intervene, and they do it with great professionalism because they know that the final result, which is a great musical performance, will depend on their joint action.

For an organization to be competitive, it is necessary to have the openness to be contradicted. It is also necessary to put aside grudges and envy because if there is no unity, the direction is lost. There are four guiding principles, which are: Co-responsibility, Innovation, Transparency, and Responsible Autonomy. It is advisable to form a cadre of relays promptly. Time is short, we have little time to train. A good boss is someone who trained us, who made us better.

Finally, good managers are pleasant and professional, and know-how to propose, but also how to share, challenge and demand. And for everyone, respect the style of the manager.