Shared Decision-Making

There are many strategies, models, and schools of thought regarding decision making. Yet perhaps the best place to begin is by identifying the wrong ways to make decisions. In my experience, there are at least three clear approaches a leader should avoid.

A. Dogmatically or Authoritatively

Possessing the authority to decide does not, in itself, justify making the decision. Nowhere is the adage “might does not make right” more relevant than in leadership. In logic, one of the first fallacies students learn is the appeal to authority, the mistaken assumption that a decision is correct merely because it comes from someone empowered to make it. Effective leadership requires far more than authority; it demands wisdom, humility, collaboration, and sound judgment.

B. Without Data or Argument

Decisions should always be grounded in reliable data, credible evidence, and logical reasoning. A leader must be prepared to defend each decision persuasively through clear and rational argumentation. Evidence based decision making not only strengthens credibility but also increases the likelihood of successful outcomes.

C. In Isolation from Input

When facing critical organizational choices, leaders should invite key stakeholders to share their perspectives. Open, transparent, and inclusive decision making consistently leads to better outcomes. The more perspectives considered, the more informed and balanced the final decision will be. Moreover, inclusive processes generate greater buy-in and strengthen organizational culture; people are more committed when they know their input matters.

Having identified these pitfalls, we can turn to a more constructive model: shared decision making. Sound decision making should be supported by evidence and argumentation, enriched by debate, dialogue, and discussion, and informed by diverse viewpoints.

Practicality is another essential dimension of decision making. A leader must balance ideal solutions with the realities of available resources, time, and institutional capacity. The most elegant decision on paper may not always be feasible in practice. Wise leaders recognize that the best decisions are those that can be effectively implemented and sustained.

Every decision should be aligned with the mission, vision, and values of the organization. At times, it is more important to consider the long-term impact on organizational culture and identity than immediate financial gains.

Finally, leaders must also remain mindful of their constituencies and those they serve. In my own experience, when making difficult decisions, I always ask how the outcome will affect our students. They are the reason we exist, and our ultimate purpose is to provide them with the highest quality education possible taht will result in a prosperous and flourishing future.