In the complex landscape of business relationship management (BRM), the inclusion of diverse perspectives through shared decision-making is both beneficial and imperative. The intricate nature of modern business challenges requires a multifaceted approach to decision-making that incorporates a wide range of viewpoints and expertise. This approach not only enhances the quality of decisions but also bolsters the organization’s resilience and adaptability.

What is the Impact of Having Limited Perspectives in Decision-Making?

When decision-making is centralized or confined to a homogeneous group, it often fails to capture the complexity of the issues at hand. This limitation can lead to oversights, biased outcomes, and strategic missteps that undermine organizational goals. The absence of diverse perspectives can also precipitate a range of emotional and operational challenges:
  • Limited creativity and innovation: Homogeneity in decision-making stifles creativity, as people with similar backgrounds and experiences tend to stick to familiar patterns and generate similar ideas.
  • Risk of groupthink: A lack of diversity in decision-making can lead to groupthink, where the desire for harmony or conformity results in irrational or dysfunctional decision-making outcomes.
  • Decreased stakeholder satisfaction: Without diverse representation in the decision-making process, various stakeholder groups may feel neglected or undervalued, leading to dissatisfaction and disengagement.

Exclusionary Decision-Making Takes an Emotional Toll

The emotional repercussions of not engaging in shared decision-making are profound and far-reaching. Team members who feel excluded from the business decision-making process may experience:
  • Frustration and resentment: Feeling overlooked or marginalized can lead to persistent feelings of frustration, which, if left unaddressed, may turn into resentment towards the organization or its leadership.
  • Reduced commitment and loyalty: A lack of involvement in critical decisions can diminish an individual’s commitment to the team or project, potentially reducing their overall loyalty to the organization.
  • Lower morale and job satisfaction: Consistently being excluded from decision-making can significantly lower morale and decrease job satisfaction, which can have a ripple effect on productivity and the quality of work.
  • Increased turnover: Emotional distress and dissatisfaction may lead individuals to seek employment elsewhere, where they feel their contributions and perspectives are valued.

Addressing Complexity and Diversity in Shared Decision-Making

To effectively manage the complexity of business challenges and harness the full potential of diverse perspectives, BRMs must prioritize inclusivity in their decision-making strategies:
  1. Cultivate a diverse decision-making body: Actively involve individuals from various departments, backgrounds, and expertise levels. This diversity brings a wealth of perspectives and a deeper understanding of the multifaceted challenges facing the organization.
  2. Encourage cognitive diversity: Seek out and encourage cognitive diversity, which includes differences in problem-solving approaches, thinking styles, and innovation strategies. This type of diversity is crucial for tackling complex problems that require out-of-the-box thinking.
  3. Facilitate open and inclusive dialogues: Create environments where team members feel safe and encouraged to express their thoughts and opinions. This might involve structured brainstorming sessions, workshops, or regular strategy meetings where all participants are encouraged to speak up. Devise ways for those team members who are not comfortable speaking in open settings to participate so all perspectives are heard.
  4. Leverage technology for broader input: Utilize digital tools and platforms that allow for the gathering of insights and opinions from a broader range of stakeholders, including neurodivergent members, remote workers, and international teams.
  5. Develop cultural competence: Equip leaders and teams with the skills to understand, communicate with, and effectively interact with people across cultures. This is essential in global organizations where decisions can have far-reaching implications across different cultural contexts.
  6. Evaluate decisions through multiple lenses: Regularly review and assess decision outcomes from various perspectives to understand their impact on different groups within and outside the organization. This can help in refining decision-making processes and outcomes over time.

Become a More Successful BRM Leader — Master Shared Decision-Making

Incorporating complexity and diversity into shared decision-making processes in BRM not only enhances the decision quality but also fosters a resilient and inclusive organizational culture. By valuing and integrating diverse perspectives, BRMs can better navigate the intricate realities of modern business, leading to more innovative solutions and sustainable success. This strategic focus on diversity and complexity is not merely an option but a necessity in the ever-evolving business landscape. Discover how Lead The Pack Consulting can help you grow your shared decision-making and leadership skills.

Leadership Education, Training, Courses, Coaching and Consulting

Lead the Pack Consulting specializes in business relationship management (BRM) leadership development. Our years of experience in Leadership Management Education, Training, Courses, Coaching and Consulting help us support business relationship management teams and provide them with the leadership skills needed to overcome their challenges. We have provided leadership coaching to business relationship managers, leaders, and teams in a variety of organizations and industries. Since 2013, we have been a registered provider of business relationship management certification workshops and coaching.

Our coaches, Elka Schrijver and Peter Lijnse, have both won the prestigious Arnie Award from the Business Relationship Management (BRM) Institute for their work to embody, enhance, and promote business relationship management knowledge throughout the global BRM community. They have been actively involved in the BRM Institute since it was founded in 2013 and have been contributing authors for several components of the BRM Body of Knowledge and certification courses. They are currently writing a series of practical, user-friendly books about mastering business relationship management leadership skills.