Leading teams to effective decisions: the vital role of framing

Abstract

Purpose

The purpose of this paper is to illuminate in practical terms research‐based approaches that enable organizational leaders to support effective decision‐making in teams.

Design/methodology/approach

A literature review of emerging group decision‐making research was conducted and thematically summarized. The themes were discussed and revised with input from twenty global leaders and a dozen university researchers at a two‐day conference held at Harvard University's Learning Innovation Laboratory.

Findings

What leaders do early on has lasting impact on a team's ability to make effective decisions. Research shows that leaders have the most impact on group decisions at the beginning when they frame the team's goal (purpose), member roles and skills they bring to the group (people), and initial strategies (process). The earlier teams establish these frames the more likely they have put in place the conditions for effective decision‐making.

Practical Implications

The themes illustrate a model that leaders can use when making choices of when to use teams for decisions, how to design decision making teams, and how to launch them.

Originality/value

This article aims to present a unique synthesis of research‐based findings on group decision‐making and offers a simple model for action.

Citation

Gray Wilson, D. (2009), "Leading teams to effective decisions: the vital role of framing", Development and Learning in Organizations, Vol. 23 No. 2, pp. 6-8. https://doi.org/10.1108/14777280910933711