Focus on Mindset, not Decision Rules

When people first learn about the Mutual Learning approach, they often assume that they will need to make decisions by consensus. It isn’t so. The difference between being a Mutual Learning leader and a unilateral controlling leader is not the kind of decision-making rules you use – it’s your mindset.

To simplify matters, consider three basic types of decision-making rules that leaders use: consensus, group input, and individual decisions. In consensus everyone agrees to support a particular solution. In group input, the leader gets input from the group (or individuals within the group) before making the leader makes the decision. In individual decisions, the leader makes the decision without getting input from group members. Now let’s explore how unilateral control leaders and Mutual Learning leaders apply the same decision making rules to get different outcomes.

Let’s start with consensus. When unilateral control leaders approach a consensus decision, they act as if they think, “How do I get my team members to buy-in to the solution that I have already developed?” Mutual Learning leaders act as if they think, “How do I ensure that we get a decision that is based on valid information that ideally meets all stakeholders’ needs?” For a Mutual Learning leader, the solution may be one that she thought of before the meeting, one that another team member suggested, or one that the team jointly crafts in the meeting.

When making a decision after getting group input, unilateral control leaders assume that they understand the situation and are right. When team members offer views or solutions that disagree with them, unilateral control leaders privately question the team members’ motives and discount the views. Mutual Learning leaders assume that team members may see things that they don’t. They openly question their team members about different views, so they can learn.

Finally, there are many times when leaders need to make decisions without consulting others. In these situations, unilateral control leaders consider their own needs first and assume they have most or all of the information they need to make a sound decision. They may or may not tell their direct reports about these decisions, let alone how they arrived at them. Mutual Learning leaders act as a steward, thinking about all stakeholders’ interests. They make these decisions recognizing that they have less than full information. They have a sense of accountability to their direct reports. As a result, Mutual Learning leaders tell their direct reports the decisions they made and the reasoning underlying them. They ask if their decision may create any problems, recognizing that, in some situations, they may not be able to change the decision.

In short, Mutual Learning leaders use the same range of decision-making rules that unilateral leaders do. When they approach decisions with a Mutual Learning mindset, they use a different process for the same decision-making rule. They are more transparent, more curious, and more accountable. As a result, they generate higher quality decisions with greater commitment.

Originally published August 2010