Why Managers Should Involve Their Teams in the Decision-Making Process

Why Managers Should Involve Their Teams in the Decision-Making Process

In today's rapidly evolving business landscape, the pressure on managers to make quick, effective decisions has never been greater. From budget allocations to strategic initiatives, every choice a manager makes ripples through their organization, affecting productivity, morale, and ultimately, success. Yet despite this critical responsibility, research reveals a troubling reality: only 28 percent of executives touted the quality of their company's strategic decisions, while 60 percent reported that bad decisions are about as frequent as good ones (Lovallo and Sibony, 2010).

This sobering statistic from McKinsey's research highlights a fundamental challenge in modern management—the isolation of decision-making at the top. At ACLAS, we believe there's a better way: involving your team in the decision-making process. This approach not only improves the quality of decisions but also transforms your workplace culture, enhances employee engagement, and builds stronger, more resilient organizations.

The Power of Diverse Perspectives

One of the strongest arguments for collaborative decision-making lies in the proven benefits of diversity. Research shows that diversity leads to better decision-making. Every employee you involve brings different disciplinary and cultural backgrounds. Those differences enhance creativity and empower you to gain a fresh perspective on the task or problem at hand.

Harvard Business School Professor Len Schlesinger emphasizes the strategic importance of assembling diverse teams for decision-making. The goal is to "map out the technical, political, and cultural underpinnings of the decision that needs to be made and then build your group accordingly" while seeking "a broad array of experience. You want some newcomers who will provide a different point of view, as well as people who have profound knowledge and deep experience with the problem".

This diversity isn't just about demographics—it's about bringing together different thinking styles, experiences, and expertise levels to tackle complex challenges from multiple angles.

Five Compelling Benefits of Team-Based Decision Making

1. Moving Beyond False Consensus

Many managers fall into the trap of seeking consensus at all costs, but this approach often leads to watered-down solutions. True collaborative decision-making requires embracing constructive conflict. As Schlesinger notes, "You need to be willing to engineer in conflict, which is often perceived as uncomfortable, but is essential to uncovering some of the hidden assumptions and data that leads people to make less-informed decisions".

By encouraging devil's advocacy and critical evaluation, teams can uncover hidden assumptions and explore more creative solutions than any individual could develop alone.

2. Boosting Employee Engagement and Retention

Team involvement in decision-making is a powerful tool for building employee engagement. When team members feel their voices are heard and their opinions valued, they become more invested in their work and the organization's success. According to analytics and advisory firm Gallup, highly engaged employees produce substantially better outcomes, are likelier to stay at their organization, and experience less burnout.

This engagement stems from psychological safety and the feeling that their contributions matter. When employees participate in decisions that affect their work, they develop a deeper understanding of how their role contributes to the company's overall success.

3. Fostering Collaboration and Breaking Down Silos

Collaborative decision-making creates natural opportunities for cross-functional communication. This is particularly important given that nearly 75 percent of employers rate teamwork and collaboration as "very important," yet 39 percent of employees say their organization doesn't collaborate enough (Reesor, 2022).

When teams work together on decisions, they share knowledge, learn from each other, and often discover overlapping initiatives that can save resources and prevent duplicated efforts. This enhanced communication also allows organizations to better evaluate their progress toward specific goals.

4. Identifying Leadership Blind Spots

When managers make decisions in isolation, they risk missing critical cultural, informational, or technical data.

Involving your team helps surface these blind spots and provides opportunities to develop essential leadership skills like empathy, curiosity, and respectfulness—skills that can only be practiced in group settings.

5. Ensuring Successful Implementation

Perhaps most importantly, involving the people who will implement decisions ensures better execution. As Schlesinger emphasizes, "Getting to the 'right answer' without anybody supporting it or having to execute it is just a recipe for failure".

When team members participate in the decision-making process, they understand the rationale behind choices and feel ownership over the outcomes. This buy-in is essential for successful implementation.

Strategic Applications Across Decision Types

Effective team involvement should span different types of organizational decisions:

• Strategic Decisions: Long-term, high-impact choices like departmental restructuring or major client acquisitions benefit from diverse perspectives and require broad organizational buy-in.

• Tactical Decisions: Medium-term actions like hiring decisions or process improvements directly affect team dynamics and workflow, making team input invaluable.

• Operational Decisions: Day-to-day choices about processes and procedures should involve those closest to the work, as they often have the best insights into practical challenges and solutions.

When and How to Involve Your Team

The question isn't whether to involve your team, but how to do it effectively. Even seemingly obvious decisions benefit from team input, particularly from an implementation perspective. 

The key is to match the level of involvement to the decision's complexity and impact. Simple decisions might require just a brief touch-base meeting, while complex strategic choices demand more extensive collaborative processes.

Building a Culture of Collaborative Leadership

At ACLAS, we recognize that shifting toward collaborative decision-making represents more than a change in process—it's a fundamental shift in leadership philosophy. It requires managers to move from being sole decision-makers to becoming facilitators of collective wisdom.

This transformation demands new skills: the ability to manage conflict constructively, facilitate diverse groups, synthesize multiple perspectives, and build consensus around action plans. It also requires creating psychological safety where team members feel comfortable challenging assumptions and proposing alternative solutions.

The Bottom Line

The evidence is clear: organizations that embrace collaborative decision-making don't just make better choices—they build stronger, more engaged teams and more resilient businesses. In an era where change is constant and challenges are increasingly complex, the collective intelligence of your team isn't just an asset—it's a competitive necessity.

As leaders, our role isn't to have all the answers, but to create environments where the best answers can emerge. By involving our teams in decision-making, we tap into the full potential of our organizations and create workplaces where everyone can contribute to success.

The question for managers today isn't whether they can afford to involve their teams in decision-making—it's whether they can afford not to.

Advance Your Leadership Skills with ACLAS

Ready to transform your approach to leadership and decision-making? ACLAS offers advanced degree programs designed to develop the strategic thinking and collaborative leadership skills essential in today's complex business environment.

Master of Business Administration (MBA)

Our MBA program equips emerging and mid-level managers with the foundational knowledge and practical skills needed to lead diverse teams effectively. You'll learn to harness the power of team-based decision-making while developing a comprehensive understanding of business strategy, organizational behavior, and change management.

Doctor of Business Administration (DBA)

For experienced executives seeking to reach the pinnacle of leadership excellence, our DBA program offers an unparalleled opportunity to become a scholar-practitioner. This advanced doctoral degree combines rigorous academic research with practical application, enabling you to:

• Develop Advanced Decision-Making Frameworks: Learn sophisticated methodologies for complex organizational decisions that go far beyond traditional approaches

• Master Collaborative Leadership: Study and apply cutting-edge research on team dynamics, diversity management, and inclusive leadership practices

• Drive Organizational Transformation: Gain the skills to lead large-scale change initiatives and build cultures of collaborative excellence

Our DBA graduates become thought leaders who shape the future of business practice, combining deep theoretical knowledge with practical expertise to solve complex organizational challenges.

Why Choose ACLAS?

At ACLAS, we understand that effective leadership requires more than individual brilliance—it demands the ability to unlock the collective intelligence of your organization. Our programs are designed by and for practitioners who understand the real-world challenges of modern leadership.

Whether you're looking to enhance your current leadership capabilities through our MBA or seeking to become a transformational leader through our DBA, ACLAS provides the knowledge, skills, and network you need to excel in collaborative leadership.

Take the next step in your leadership journey. Contact ACLAS today to learn more about our MBA and DBA programs.