Time Management
Consultative decision making is a powerful tool that can lose its effectiveness if used inappropriately, or it becomes the podium for self-expression or self-aggrandizement. One of the major criticisms of its use is due to the fact that it is more time consuming. Time management is important to ensure effectiveness.
Two aspects of time management focus on the appropriate use of consultative decision making. Covey categorizes the use of time into 4 quadrants (Figure 6). One strategy to improve personal effectiveness is to spend more time in quadrant II, the “not urgent but important” quadrant, or the quadrant where one uses time to develop and define strategy, create vision, plan, monitor, evaluate, and receive feedback. This is the same quadrant where consultative decision making will lead to the best results. Like for effective individuals, decisions regarding the use of time for consultative decision making should be based on importance rather than urgency (Quadrant II).
The use of consultative decision making for matters in the other 3 quadrants can be absurd. For example, using consultative decision making to deal with unimportant matters would be a waste of human resources multiplied by the number of persons involved, and it is not likely to be the correct methodology for matters that are urgent and require quick action.
Effective individual time management starts by knowing one’s personal mission, sub-dividing into various areas, and looking at planning on a weekly or longer basis. During this process, the need to delegate or assign matters of lesser priorities to other structures or processes is implicit. A similar logic is necessary for consultative decision making. What is its role? In what spheres should it be used? How can it be planned for the week/month/quarter? What must be delegated? These questions must be decided so that the energies and time used in consultative decision making are focused and productive.
Figure 6. Time management matrix (from S. Covey)
A second element of time management relates to the fact that subject brought to consultative decision making are often difficult, multi-faceted, and/or technologically complex. To start a consultative session on a complex issue with little or insufficient preparation will stymie the group leaving little room for synergy and unity of vision. Some subjects that are taken to the consultation need preparation in advance. This might be an expert who presents the facts so that the participants have enough knowledge to proceed with a discussion, and might even require a pre-consultation seminar. In the consultative process, a process is used, which has as its foundation principles and facts. Jumping ahead to brainstorming or decision scenarios without dealing with the principles and facts leads not only to potential mistakes but more conflict in the group, as an agreement on principles and facts makes the consensus process easier. But if the principles and facts are difficult, or require a long time to present, it can be better to do this separately.
The issue of time management when the group has met will be discussed in the section on process rules and procedures below.
1 Stephen R. The 7 Habits of Highly Effective People. Simon & Schuster, 1992
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