Hello dear blog readers! The Vroom-Yetton decision-making model allows the leader to choose the style that will be most optimal for a particular problem and situation.
Some general information
Earlier we considered different styles of management, which depend on the personality of the leader and his character traits. Take, for example, the authoritarian style, described in detail in the article “The Form and Basic Methods of the Directive Management Style”, and so, if you remember, in addition to its positive aspects, there are a lot of negative ones that do more harm than good.
If the directive boss creates tough conditions for the implementation of a project, some employees will “fall out”, because they need to be given the opportunity to express themselves freely, create and be creative. This leads to the conclusion that it is necessary not only to be able to rebuild and adapt, but also to understand in what situation some management style will be most appropriate.
Victor Vroomm and Philip Yetton believe that there are five types of leadership, among which it is impossible to single out even a few of the best and most versatile, each of them is chosen directly for the situation.
5 types of guidance
A1 is autocratic. That is, roughly speaking, a complete seizure of power. You yourself discover the complexity and make a decision using only the information that you have at the moment. Your employees may not even know about this whole process.
A2 is less, but still autocratic. Subordinates already understand a little about what is happening, but because they provide information about a probable problem, but, as in the previous version, they do not take any part. The search for alternatives is still the prerogative of the director.
C1 — consulting. The authorities can voice some exciting nuances to their subordinates, only they will ask their opinion separately. For example, first calling one employee to the office for a conversation, after another. But, despite the fact that he explains the current situation to everyone and asks for an opinion regarding it, he will still draw conclusions on his own, and they can be completely opposite to the thoughts of employees.
C2 is a more consultative type. In this variant, a group of workers gathers to whom a disturbing question is voiced. After that, everyone has the right to express their point of view and ideas, but the director will still make a decision independently, regardless of the previously stated thoughts of the employees.
G1 — group, or it is also called collective. Accordingly, the director of the company tries on the role of chairman, who only regulates the discussion, but does not have much influence on the result. The group independently chooses the most comfortable and effective way to resolve the problem through brainstorming or simply in the form of a conversation, as a result of which votes are counted. Wins, respectively, the one for which there was a majority.
tree drawing
To make it easier for the manager to determine which option to choose, Vroomm and Yetton also developed the so-called decision tree, gradually answering the questions indicated in it, it becomes clearer to the authorities where to stop.
Decision steps
- Definition of the task. The most important step is because if we identify the wrong problem, we will waste resources, in addition, wasting time. Therefore, it is worth taking this process seriously.
- Building the model. This means that we will determine exactly how we are going to move towards changes. To be more precise, here we highlight goals, priorities, as well as plan activities, and designate at least approximate deadlines for implementation.
- Checking the model for reality. Perhaps some nuances were not taken into account, which is why the result will not be as expected, if only because unforeseen difficulties will arise that could well have been anticipated in advance. So during this period, ask yourself or your colleagues: “Did I take everything into account and put it on the list?”.
- Directly practical part — putting into action the ideas and plans that were developed earlier.
- Update and improvement. At this stage, the shortcomings that appeared in the practical part are taken into account in order to refine the model. This helps to get the expected results of activities in the future.
Criteria
- Conclusions should be balanced, high-quality and effective.
- The manager should have enough experience in such situations. He must understand what he is doing and what his actions can lead to. And also important is the possession of reliable information so that there are no awkward situations due to limited access to it.
- The problem must be structured, and each participant who tries to cope with it must understand the extent to which it manifests itself.
- Consistency with subordinates in cases where a non-directive type is used, as well as their agreement on the methods used.
- Depending on past experience, it is necessary to correlate the likelihood of how the authorities can rely on the support of their employees.
- The level of motivation of subordinates, otherwise, as you know, it will be difficult to achieve the desired results if employees are not interested in promoting the company.
- It is also important to be able to foresee the possibility of a conflict between the members of the group, which is looking for ways to cope with the problem.
Conclusion
And that’s all for today, dear readers! As you understand, the Vroomm-Yetton model is situational, so try each type of management in practice to understand how you are able to adapt and be flexible. I recommend reading the article “Personal qualities of a modern leader: what should they be and how to develop them?”. Take care of yourself and loved ones!
The material was prepared by Zhuravina Alina.