Summary: The Vroom-Yetton-Jago model is a management tool that provides guidance in choosing the best decision based on quality requirements, the need for team input, and time constraints. It outlines five leadership styles and introduces a decision tree with seven key questions to select the most suitable approach. The model's advantages are its flexibility and structured guidance.
Design managers and art directors face critical moments when they need to make strategic decisions that will not only affect the design process but also the entire production stage and, subsequently, the product's success. While it is impossible to eliminate the risk involved in decision-making, managers reduce this risk to a minimum by deciding whether to make the decision alone or consult the team for the best results. Different models have been provided to guide managers through this decision-making process.
What is the Vroom-Yetton-Jago model?
One of the tools used to help managers make decisions is the Vroom-Yetton-Jago model. It was developed in 1973 as a collaboration between Victor Vroom and Phillip Yetton, and later in 1988 with the help of Arthur Jago. This model aims to identify the best management style to apply in different situations and, subsequently, the optimal decision-making approach to implement in each. The Vroom-Yetton-Jago model defines the different types of managers and how they make decisions. Basically, it says that the decisions we make are influenced by three main factors that work together: quality, potential for collaboration, and time available.
Quality: This factor concerns the quality of the decision and the importance of making the best choice. It also considers the future consequences of the decision. The higher the quality of the decision, the more time and team members should be involved in the decision-making process.
Collaboration: Is this a one-person decision that a design manager can make without consulting the team, or does it require collaboration and consultation with the team involved in the project? Adding team members to the decision-making process increases the quality of the output but also increases the time required to reach a decision.
Time: What is the time limit for making the decision? The more time available to the design manager, the better the quality verdict can be, and more team members can be consulted.
Leadership Style and Decision Making
As mentioned previously, how the decision is made depends on the leadership style adopted in the project. When a leader is asked to make a decision, it occurs along one of the five models of action identified below:
Autocratic (A1): The leader makes the decision by himself using existing information without any communication with the team.
Autocratic (A2): The leader consults with team members to gather information but makes the decision on their own without informing the group.
Consultative (C1): The leader consults team members for their opinions on the situation, but makes the decision for themselves.
Consultative (C2): The leader consults team members for opinions and suggestions, but makes the decision for himself or herself. In this type of leadership style, the leader is open to suggestions and ideas.
Collaborative (G2): The leader involves team members in the decision-making process. He or she supports the team in making the decision and finding an answer that everyone agrees on.
Choosing any of these models depends on the situation and the three factors that affect the decision-making process: quality, collaboration, and time. The autocratic model is appropriate for the following situations:
- There isn’t enough time to consult the team members.
- The leader is confident and experienced enough to make the decision.
- The team members will accept the decision.
While the consultative and collaborative models are appropriate in the following situations:
- The leader needs more information about the scenario.
- The situation isn’t clear for the leader.
- There is enough time to consult the team members and hear their suggestions.
Vroom-Yetton-Jago model Decision Tree
In order to define the leadership style required in specific situations, the following seven questions should be answered:
- Is the quality of the decision important?
- Is team commitment important for the decision?
- Do you have enough information to make the decision on your own?
- Is the problem well-structured?
- Would the team support your decision if you made it alone?
- Does the team share the organisation’s goals?
- Is there likely to be conflict amongst the team over the decision?
Pros and Cons of the Vroom-Yetton-Jago model
The advantages of the Vroom-Yetton-Jago model are its flexibility and ability to organise the decision-making process. The model is highly flexible, and the choices allow the leader to make the right decision based on any situation. The model can also provide a process for leaders to experience the decision-making process as an objective.
On the other hand, the model's disadvantages include automating the process and failing to consider the leader's personal factors. Also, the questions used in the model may not be precise enough to reach the ideal use. Additionally, there are concerns about whether the Vroom-Yetton-Jago model can be applied to large teams or groups.
Conclusion
The Vroom-Yetton-Jago model analyses the decision-making process to determine the best decision-making methodology based on factors of quality, collaboration, and time. The model's basis is that every situation requires a different style of leadership. Therefore, seven Yes/No questions should be asked in order to identify the best way to approach the situation. The resulting answer will vary between the five leadership types.
While there are advantages and disadvantages to this model, it provides leaders and design managers with a tool to decide which route to take. Some situations require consulting a team and making a group decision, while others may call for a more autocratic approach, especially when there is limited time to hear from group members.
Leave a Reply