Officer Development Program
Testing
 Papers
 Grades
 English

LEADERSHIP
Officer Development
Strategies for company success.
June (leadership I)
Strategies for personal success.
July (leadership II)
Strategies for supervisory success.
August (leadership III)
Leadership I
Decision making.
 Problem solving I.
 Problem solving II.
 Running a meeting.

Decision Making Styles
Section I
OBJECTIVES
Differentiate among 4 decision making
styles.
 Match appropriate decision making
styles using Vroom-Yetton model.
 Cite advantages and disadvantages of
group decision making.

SECTION II
OVERVIEW

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Introduction to
decision making.
Leaders role in
decision making.
Selecting the right
style.

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Using groups
effectively.
Characteristics of
effective decision
makers.
Three decision
making principles.
Manual?
Activity 1
SM (DM-3)
Individual 10 min
Section III
Introduction to Decision Making
What is Decision Making?
?
Process of deliberation which
leads to a final course of action
DECISION MAKING
Making Choices
No choice----No decision
Not making a decision is a
decision.
What Steps do you take?
The Process
 Define
the Problem.
 Collect Information.
 Generate Alternatives.
 Evaluate Alternatives.
 Select (Decide).
What decisions might a CO
have to make?
What makes a decision
important?
IMPORTANCE
 How
many are affected? (example)
 Will the decision impact on mission
goals, etc.....? (example)
 What would be the consequences
of a bad decision. (example)
Out of earlier decisions
which ones fit
important criteria?
Out of earlier decisions
which ones impact
department mission?
What are some of the
negative consequences?
Types of Negative Consequences.



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Physical harm.
Psychological harm.
Loss of money .
Misuse of money.
Loss of leadership
credibility.

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Decreased
productivity.
Decreased moral.
Negative impact on
mission.
Why is decision making such an
important skill?
They affect our Subordinates.
They affect the public.
They affect the department
They affect our leaders.
Effective decisions are based on
a logical process.
 Deductive
 Intuitive
 Combination
What happens when
decisions are made when
we are angry or upset?
What happens when you do not
have all the information?
Section IV
Leaders Role
Concerning Earlier Decisions;
What role would CO have?
LEADER’S ROLE
 Controlling
the process by which
decisions are made in that part of
the organization for which you are
responsible.
How do we control the
process?
By determining the amount
and type of involvement
afforded to subordinates.
Four Decision Making Styles
 A=Autocratic
 C=Consulting
 G=Group
 D=Delegating
Style A
• Autocratic
• We are going
to adopt
these
standards.
Style C
Consulting
I
wanted to see
what you
thought about it.
Style G
 Group
 I’m
glad we
were able to
work this out
together.
 Consensus.
What is Consensus?
Group=Consensus
Everyone understands ground rules.
 Equal opportunity to give opinions.
 All Suggestions carefully considered.
 Everyone committed to final decision.
 No Voting!!! Not Negotiating!!!
 All group members do not have to be
100% in favor of the final decision, but
support it.

Leader may be required to
enforce a consensus decision in
an Autocratic style if a group
member subsequently reneges on
their original commitment.
Style D
 Delegating
 I’m
glad you are
willing to take
care of this for
me.
Leaders influence on
specific decision being
made varies.
Style A
100%
Style C
Less
60%
Style G
A little less
30%
Style D
0%
Who is ultimately
Responsible & Accountable?
Leader retains ultimate
responsibility and
accountability in all styles.
Section V
Selecting the Right Style
What questions would you ask
in determining which style to
use?
CONSIDERATIONS.
Do You have a reasonable amount of
time to make the decision?
 Does the leader have the expertise to
make a quality decision?
 Do subordinates have enough expertise
or information to make a quality
decision?
 Do subordinates share the
organizational goals to be accomplished
by solving the problem?

Considerations (Cont.)
Is the decision area complex, with many
possible solution.
 Are acceptance of the decision and
commitment of subordinates critical?
 Is the decision likely to cause conflict
among subordinates?
 Will the decision directly impact most
subordinates?
 Will the decision directly impact only a
select few?

Questions converted to
Guidelines
Following the matrix will assist you in
deciding which type or style to use.
 SM (DM-8)

GUIDELINE 1 (Time)
 If
an immediate decision is
required, Style C, G, and D should
not be considered.
GUIDELINE 2 (Leader Expertise)
 If
the leader does not possess
adequate expertise to make a
quality decision, Style A should not
be considered.
GUIDELINE 3 (Subordinate Expertise)
 If
the subordinate lacks the
knowledge or expertise necessary
to make a quality decision, then
Styles G and D should not be
considered.
GUIDELINE 4 (Goal Compatibility)
 If
subordinates do not appear to
share organizational goals, then
Style D and G should not be
considered.
GUIDELINE 5 (Degree of Complexity)
 If
the decision issue is complex
and/or necessary information is not
available, Styles A and D should
not be considered.
 Generate increased number of
options.
GUIDELINE 6 (Commitment)
 If
Commitment by the subordinates
is critical to effective
implementation, and/or autocratic
decisions are likely to be rejected
by subordinates, Style A should not
be considered.
GUIDELINE 7
(Commitment with Conflict)
 If
commitment is critical to effective
implementation. Style A and C
should not be considered.
Conflict expected is How to
do something;
Not
Whether or not to.
May not be possible to follow.
Rule 4 may have priority.
(Goal Compatibility)
GUIDELINE 8 (Group Consequence)
 If
a decision will have similar and
nearly equal impact upon a number
of individuals, each of those
affected should have opportunity
for input and influence in the
decision, Style A should not be
considered.
GUIDELINE 9 (Individual Consequence)
 If
a decision is to affect only one
individual, Style G and A should not
be considered. Opportunity for the
affected individuals to influence the
decision should be provided to
maximize their acceptance and
commitment to the decision.
break
Activity II
SM (DM-9)
Small Group
Video
Section VI
Using Groups Effectively.
Group Decision Making
 Style
C
 Style G
 Style D
Set the Stage.
 Clarify
the Group’s role. (why)?
 Establish ground rules.
Style C--- Advisory Only. (consider).
 Style G--- Consensus. (100% buy in).

What's good about
Group Decision Making?
Advantages
Group Decision Making
Greater potential of total knowledge,
information, opinion.
 More diversity of ideas and alternatives.
 More thorough and comprehensive
analysis.
 Greater understanding of decision.
 Greater acceptance of decision.

Advantages (Cont.)
 Greater
commitment.
 Increased motivation.
 Stress reduction.
 Professional growth.
What's bad about
Group Decision Making?
Disadvantages
Group decision making.
 Takes
time.
 Indecision.
 Compromising.
 Dominating
 Conflict.
 Hidden
agendas.
 Inadequate
analysis.
 Bad decisions.
Leader/Facilitator Must.
 Set
time limits
 Brainstorming or NGT for ideas
 Gatekeeper/Equal Input
 Objectivity/No personal attacks
 Devil’s advocate/Assure pro & con
 “What if?”/Alternatives
Section VII
Characteristics of Effective
Decision Makers.
Characteristics
Effective Decision Makers.
 Synoptic
(big picture, all
possibilities).
 Dissatisfied (make things better).
 Sensitive (consider others).
 Catalytic (make things happen).
 Opportunistic (create or recognize).
 Skill Directed (not trial and error).
Characteristics (Cont.)
 Innovative
(creativity is OK).
 Forward Thinking (future).
 Resourceful (utilize others).
 Evaluative (ask right questions).
 Expedient (time effective).
 Courageous (calculated risks and
accept responsibility for actions).
Activity 1 (Continued)
SM-(DM-3 & 8)
Section VIII
Decision Making Principles.
3 Decision Making Principles
 1.
Make the Decision.
 2. Implement and Evaluate.
 3. Don’t expect to satisfy everyone.
Think about the
Organization.
Section IX
Summary
DECISION-MAKING
 It’s
all about
rational
choices, using
respectful and
empathetic
stuff.



Know Strengths
and limitations.
Take responsibility
to make the
decision.
If it was easy
anyone could do
it!!
The Fire Service
Officer
 Due
to circumstances beyond
your control, you are still the
master of your own fate and
Captain of your soul.
end