When I first came to know of possible conflicts that can happen while decision making in teams, I was elusive of any concrete solution. Some teams are stuck by dictator-by-default syndrome of CEO or team-leader, mentions an article in Harvard Busines Review. It has, to me, a good solution, namely, Delegation, though very indirectly!
Def: When managers get things done by 'transfering' a part of their authority through others, they're delegating by authority.
Now, what's precisely the use of it for a man who manages?
A handbook for managers states, "Delegating reponsibilities to others increases your available time to carry other important tasks." 'Willingness to delegate is a mark of leadership'. But its difficult a task to delegate. Therefore, here I'll summarise five of those behaviours which effective delegators use:
1. Review and Specify the Task and Objective:
Tell what is to be delegated. Without clarification of the task, which is to be delegated, doesn't make any sense. Moreover, delegation need not a lengthy written plan, as night fighter F-117 takes in its hardware before going on the mission. It means that you're are to specify details of task, deadline and resources. Since, it is a high-risk management, briefing is only essential.
It is much an intuitive approach or strategy. The delegator only mentions the intent of the mission, tell what results he wants and forget everything about it till the outcome comes out.
2. Selecting Appropriate Person:
Select appropriate man for the job who has previous expreince and availability. You can do so effectively by asking yourself questions before selecting the delegates: Who has the stomach for challenges? Who should not do? Does the task need previous experience? What interpersonal or intrapersonal qualities might be needed for the job? and so on and so forth.
3. Bound Your Employee, Bound the Delegation:
Specify employee's range of discretion or his freedom and power to decide. Its important. Because you, as a manager, don't want to or mean to be delegating whole of your authority. Specify the parameters, leave no doubts in letting the delegate know this.
4. Allow the employee to participate:
This point can help you to decide in best manner how much authority is to be delegated. You've selected an experienced and appropriate delegate and have called him to meeting. After going through step 1 and 3, discuss with him to check his understanding of the job and ensure commitment. Encourage him to feedback.
Be aware! Letting amployee decide how much authority he needs can present you with problems, like of 'self-interests, biases in evaluating their own abilities'.
5. Inform Others that Delegation has occurred:
Communicate throughout the organization that delegation has taken place. Issue all the parameters, tasks and objectives of the delegation especially to those, inside or outside the organization, who might be affected by the decisions of the delegate.
6. Establish Feedback Channels & Monitor Progress:
The next logical step can be, in order to aviod any management problems, 'establishment of feedback channels on the regular basis'. You can do so by 'fixing official reporting schedule, if appropriate'. You should also encourage feedback. This essential for controlling and coordinating. Moreover, regular updates can help to evaluate performance, not only the basis of outcomes but also on the basis of the actions, which issued the results. After, evaluation and re-evaluation, if appropriate, 'apply lessons to future delegations'.