Although it may take a long time to pronounce it, The Vroom-Yetton-Jago Normative Leadership Decision Model’s aim is to save you time by making the decision-making process faster and easier.
While some people are able to make decisions on the spot without second guessing themselves, this ability is not innate to all of us.
However, when managers have a hard time making decisions, it can hold up operations and cause confusion in the office.
While some sources recommend to give yourself 60 seconds, and then make yourself decide, or go with your gut, those are not realistic methods for most people to make complex decisions, and can cause them more frustration.
Also, some managers may need or want to involve their employees in on the decision, but may not know to what extent.
The VYJNLDM offers a realistic and thoughtful approach to this problem.
To start, this model recommends making a tree with seven yes/no questions, which are:
Are there significant consequences to making the wrong decision?
Does the solution require your team members to accept and implement it?
Do you have enough information to make a good decision?
Do you understand the root of the issue, and able to provide a good solution?
Will your employees accept your decision if you make it without their consent?
Does this solution meet the team’s and the organisation’s goals?
Will your employees disagree about the best solution?
After writing down each question, write yes or no at the bottom of each, and then draw lines as you keep going down.
Once you have answered all the questions, the model recommends which leadership style is most appropriate to making the decision: autocratic (making the decisions yourself); consultative (asking your team for information, and then making the decision yourself); or collaborative (making the decision with your team).
Based on the answers to the tree of questions, managers can then decide to take make the decision themselves if they are more knowledgeable in the area, believe their team will accept their choice without any issues, or may simply not have the time to involve their team.
On the other hand, the model may recommend a consultative or collaborative style if the employees can offer information to make the decision easier, you are not sure sure which choice is best, and you have time to involve them.
The VYJNLDM takes the guesswork out of involving the team or not when making an important decision, and empowers managers with tools on making decisions easier.
Head of Training and Development
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Mark Williams is a learning and development professional, using business psychology and multiple intelligences to create fascinating and quickly-identifiable learning initiatives in the real-world business setting. Mark’s role at MTD is to ensure that our training is leading edge, and works closely with our trainers to develop the best learning experiences for all people on learning programmes. Mark designs and delivers training programmes for businesses both small and large and strives to ensure that MTD’s clients are receiving the very best training, support and services that will really make a difference to their business.