Convenience

Decide
Delegate
Consult (group)
Facilitate
Consult
(individually)
Decide
Delegate
Consult (group)
Facilitate
Consult 
(individually)
Decide
Facilitate
Decide
Facilitate
H
H
H
H
H
L
L
L
L
L
—
—
—
—
—
—
—
—
—
—
—
—
Gr
oup
Exper
tise
H
H
H
H
L
L
L
L
—
—
—
—
—
—
—
—
—
Gr
oup
Suppor
t
H
H
H
H
L
L
—
—
—
—
—
Lik
elihood of
C
ommitment
H
H
H
L
L
—
—
—
L
eader
Exper
tise
H
H
L
L
—
—
Impor
tanc
e of
C
ommitment
H
H
L
L
Decision
Signi
canc
e
H
L
Team
C
ompet
enc
e
L
P
R
O
B
L
E
M

S
T
A
T
E
M
E
N
T
L
L
F I G U R E 1 1 . 4
Vroom’s Time-Driven Decision Tree
This matrix is recommended for situations where time is of the highest importance
in making a decision. The matrix operates like a funnel. You start at the left with a
specific decision problem in mind. The column headings denote situational factors
that may or may not be present in that problem. You progress by selecting high or
low (H or L) for each relevant situational factor. Proceed down the funnel, judging
only those situational factors for which a judgment is called, until you reach the
recommended process.
Source: Reprinted from
Organizational Dynamics
, Vol. 28, No. 4, Victor H. Vroom,
“Leadership and the Decision-Making Process,” pp. 82–94. Copyright 2000, with per-
mission from Elsevier.
Chapter 11:
Leadership and Influence Processes
3 4 1
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the decision maker starts at the left side of the diagram and assesses the first problem
attribute (decision significance). The answer determines the path to the second node on
the decision tree, where the next attribute (importance of commitment) is assessed. This
process continues until a terminal node is reached. In this way, the manager identifies an
effective decision-making style for the situation.
Decision-Making Styles
The various decision-making styles reflected at the ends
of the tree branches represent different levels of subordinate participation that the
manager should attempt to adopt in a given situation. The five styles are defined as
follows:
•
Decide
. The manager makes the decision alone and then announces or “sells” it to
the group.
•
Consult (individually)
. The manager presents the program to group members
individually, obtains their suggestions, and then makes the decision.
•
Consult (group)
. The manager presents the problem to group members at a meeting,
gets their suggestions, and then makes the decision.