The aspect of making decisions could be the most difficult one when working with a team. The reason is that trying to agree on the best course of action can be an emotionally draining and tedious activity. In this regard, the best way for people to develop and grow is to establish their talents, including how they most naturally behave, feel, and think. Afterward, it is crucial for the management to build on such skills to create strengths. People have different leverage when it comes to decision-making. For instance, there are those who are deliberative while others are strategic. As such, the StrengthsFinder test would be a great training tool on how to best develop and coach them in the process of decision-making.
Decision-making Process for staff with two Dissimilar Strengths
A StrengthsFinder test is a great tool that assists people to make better decisions. It highlights the areas where one is naturally talented and has the most potential. From the device, it is evident that the person with the Strategic strength would possibly take a very different approach when it comes to making decisions compared to the one with the deliberative ones. In this regard, the rational decision-making process would be essential for the employee with the deliberative as well as the strategic advantages. The procedure assumes that people consistently try to maximize the anticipated utility, such as being ethical and economic gain, which are outcomes associated with a decision (Phillips & Gully, 2014). The process can be approached through rational and intuitive decision-making to achieve the best results.
In the case of the deliberative worker, the scenario is that they are very vigilant and careful in decision-making. They are the staff members who sense risk first. Therefore, in this circumstance, the decision-making process that would produce the best result is the rational one. The reason is that it is most suitable when an event has offered all the facts, and there is explicit knowledge of the consequences of the decision (Clifton, 2012). It is appropriate for this strength because the people with deliberation competence can reduce, assess, and identify that risk. The process must, therefore, be approached in a way that allows the employees with this strength to make quality choices and decisions due to their ability to sense risk. Furthermore, it might also be approached by giving the employee the time to discuss and consider an issue in depth before arriving at a considered view. For the employee to produce the best results, the concept should depict the exchange of reasons whereby the argumentation should illustrate a procedure for redeeming validity claims for testing the truth and justice claims in intelligent discourse.
The rational decision-making process would also be ideal for the people talented with the strategic theme. However, in this case, it should be approached through the intuitive decision-making. Here, the scenario is that the employees with this strength time and again look for alternative ways to progress forward. As such, they often introduce entirely new methods of decision-making. The nature of this strength is based on how they can find multiple ways, as well as one way when coming up with a decision. Therefore, approaching the process through an intuitive manner would be ideal in this circumstance for the employee to produce the best results. The reason is that intuitive thinking is suitable when the consequences of a decision are unknown (Clifton, 2012). It must also be approached in a manner that enables the workers with the strategic strength to take the time to fully muse or reflect about an objective that they want to accomplish until the related issues and pattern emerge for them.
Developing Employees with Different Strengths
A manager could develop the workers with different strengths, in this case, the deliberative and strategic strength in various ways. For the individual talented with the strategic theme, the manager could position them on the leading edge of the company. The reason is that their solutions and ability to anticipate problems would be valuable. Besides, they should also be involved in the organizational planning. The manager also needs to recognize the strength of this employee by sending them to a futurism or strategic planning seminar for the reason that the content will sharpen their ideas (Northouse, 2014).
In the second place, the manager could develop the employee with the deliberative strength by asking them to join the groups or teams that have a propensity to be impulsive. The reason is that they will have a temporary effect, adding the much-required anticipation and thoughtfulness to the mix. Moreover, they should also not be positioned in a duty that involves snap judgment because they will not feel comfortable making decisions in such circumstances. The manager should ask the employee with this strength to take the lead in situations where caution is needed. It may include accuracy issues or conditions that are sensitive to safety and legal issues (Northouse, 2014).
Based on this analysis, it can be argued that the StrenghtFinder tool is a crucial starting point for self-discovery in all the employees strength-based development programs. Also, the rational approach to decision-making is an ideal process for workers with strategic and deliberate strengths. The reason is that it starts with a goal and logically goes through the process until the attainment of the best choice. Therefore, it ensures that a manager is dedicated to coming up with logical decisions and doing what is managed by decision-makers who are entirely objective.
Clifton, M. (2012, March 29). Rational and Intuitive Thinking. Retrieved December 01, 2017, from https://marcclifton.wordpress.com/2012/03/29/rational-and-intuitive-thinking/.
Northouse, P. G. (2014). Introduction to Leadership: Concepts and Practice (3rd ed.). New York, NY: SAGE Publications.
Phillips, J., & Gully, S. M. (2014). Organizational behavior: tools for success. Mason, OH: South-Western Cengage Learning.
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