Decision downloading

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Decision downloading [1] refers to communicating a decision to those who have not been involved in the decision-making process.

Contents

The term “decision downloading” is used to set apart those special situations in which decision-makers communicate a decision that has already been made. It applies when the communicators cannot, for whatever reason, keep everyone informed in real-time about the decision-making process. [1]

Types of "downloaders"

Decision downloaders can be classified into three groups: robust, restricted, and remedial. [2]

Robust downloaders discuss:

  1. how the decision was made
  2. why it was made
  3. what alternatives were considered
  4. how it fits in with the organizational mission
  5. how it impacts the organization
  6. how it impacts employees.

Restricted downloaders discuss some of the above issues, while remedial downloaders discuss few of them. [2]

Robust decision downloaders have a different frame of reference than their less effective counterparts. They view themselves more as educators than cheerleaders. They recognize that education cannot be “once and done”. They know employees learn at different rates, in different ways and from different of sources [3]

Typical situations

In each situation, the decisionmakers —either by choice or by prior agreement— do not involve others in the decision-making process. Discussions leading to the decision are often deep, nuanced and sometimes contentious. The decisions are frequently complex, often difficult to understand, and sometimes controversial. Simply put, the nature of the decision-making process and the features of the decision itself often make any subsequent communications about the decision extraordinarily difficult. Often, the subsequent communications are an afterthought borne out of psychological exhaustion from the decision-making process itself. [1] Consequently, decision-makers frequently stumble through the “decision downloading process”. Researchers have found that only 50% of all decisions ever get implemented and sustained. [4]

Origin

The term was coined by Phillip G. Clampitt and M. Lee Williams in an article published in the MIT Sloan Management Review , Winter 2007.

Causes

The causes of poor decision downloading include: [5]

  1. Failure to Clarify Responsibilities. Decision-makers sometimes fail to clarify who has responsibility for communicating the decision.
  2. Desire to Quickly Inform. Decision-makers may restrict communication to the informational highlights because they are motivated by a desire to promptly inform everyone. They tend to focus on the results of the decision-making process, not on the relevant facts, the options weighed, the manner by which decisions were made, and the uncertainty surrounding conclusions. [6]
  3. Interest in Protecting Employees. Decision-makers may want to protect employees from all the nitty-gritty details of the decision-making process.

Consequences of different styles

Researchers [2] have reported that:

Criticism

Since this is a relatively new concept there have not been replications of the original research.

See also

Checking the Organizational Pulse

Decision Downloading: An Analysis of How Leaders Communicate Their Decisions

Embracing uncertainty: The executive's challenge

Leaders as Strategic Communicators

Strategically communicating organizational change

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Knowledge-based decision making Decision-making process

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References

  1. 1 2 3 Clampitt,P. & Williams, M.(2007)Decision Downloading, MIT Sloan Management Review, Jan 1, 2
  2. 1 2 3 Clampitt,P. & Williams, M.(2007)Decision Downloading, MIT Sloan Management Review, Jan 1, 9
  3. ↑ Smeltzer, L.R., & Zener, M.F. (1995). Organization-wide change: Planning for an effective announcement. Journal of General Management, 20(3), 31-43. & Smeltzer, L.R. (1990). An analysis of strategies for announcing organization-wide change. Group and Organization Studies, 16, 5-24.
  4. ↑ Nutt, P. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75-90.
  5. ↑ Clampitt,P. & Williams, M.(2007)Decision Downloading, MIT Sloan Management Review, Jan 1, 10
  6. ↑ Commission on the Intelligence Capabilities of the United States Regarding Weapons of Mass Destruction: Report to the President of the United States. (2005). Government Printing Office, Washington, D.C.
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