Human Design has unlimited applications for improving our daily effectiveness and experience. In many cases, you don’t even need to know the Designs of the people involved; you just need to understand a few of the over-arching mechanics of Human Design to gain tremendous benefit.

One of the pieces of information that I find most useful, is the notion of ‘tempo of decision-making’.  Statistically, from the perspective of Human Design, over half of the population has a decision-making process that requires extra time to process so they can get clear on their decisions.  Conversely, the other half of the population make quality decisions in the moment.

This proportion gets played out in our business/office settings.  On average, about half of your team will be quick decision makers and half will need time to ponder and process.  Knowing this, you can set your team, business, organization up for greater success.  Here are some strategies for you to consider and experiment with:

  • The bigger the decision, the more lead time you need to give your team.
  • Introduce topics for the team meeting in advance. This more than just passing out the agenda the day before. The focus here is to set the context for the discussion ahead of time.
  • Just knowing that people take differing amounts of time to process their decisions can allow you, as the leader, to relax, trust the process, and know that a quality outcome is set in motion.
  • If you want quality decisions out of your team, you must allow and support people’s differing styles.
  • If you only and always expect your team to make snap decisions, you are severely limiting the wisdom that is getting applied to the issue at hand.

I think back to the days when I worked in the technology industry, participating in massive computer business application projects.  The pressure is to find faster and faster ways to gather business requirements and turn those requirements into system solutions.  Rapid development.  Fast-paced design sessions with key individuals.  Quick sign-off and tight scope management.  Invariably, there are team members  who bring up critical requirements long after the contracts are signed.  Their wisdom finally got through their processing cycle! And, unfortunately, the tendency was to blame these folks for taking so long to speak up.

Today, when I work with my teams, I am always introducing topics and decision points as far in advance as I am able. I don’t press for quick decisions unless it is absolutely necessary.  As a result, my teams are more effective and the collective wisdom of the group is getting leveraged.



©2015 Catherine Rivers Leadership by Design | www.catherinerivers.com

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