Interpersonal Barriers to Decision Making
- What are they?
- What damage do they do?
- What can be done to overcome them?
The actual behavior of top executives during decision-making meetings often does not jibe with their attitudes and prescriptions about effective executive action.
The gap that often exists between what executives say and how they behave helps create barriers to openness and trust, to the effective search for alternatives, to innovation, and to flexibility in the organization.
These barriers are more destructive in important decision-making meetings than in routine meetings, and they upset effective managers more than ineffective ones.
These barriers cannot be broken down simply by intellectual exercises. Rather, executives need feed-back concerning their behavior and opportunities to develop self-awareness in action. To this end, certain kinds of questioning are valuable; playing back and analyzing tape recordings of meetings has proved to be a helpful step; and laboratory education programs are valuable.