A recent study from Hanford Business School indicated that “it takes middle managers an average of four meetings to make a single decision.”

Drawing from these findings, the Center for Better Tries Next Time at Hanford devised the Four-Meetings-Decision-Framework to support middle managers in their efforts to “GSD.” The Four-Meetings-Decision-Framework is a simple, straightforward process:

1. Meeting 1 – The Whole Group: Present an issue that requires a decision in a team meeting. Let your one or two most Outspoken Warriors do all of the talking and propose a decision. During this meeting, you won’t hear anything from the Silent Skeptics. Don’t worry – they will still get involved. At the end of the meeting, ask if everyone is “on board” with the decision. When no one objects, you can confidently adjourn the meeting. The decision has been made!
2. Meeting 2 – The Silent Skeptics: About a week later, the Silent Skeptics will arrange a one on one meeting with you to “check in.” They will express all the reasons the initial decision could never work. During this meeting, make sure to discuss an actually feasible solution. Make sure to thank the Silent Skeptics for their measured and deliberate approach, and fully agree with this proposed solution, since it was stated so matter of factly. Wrap up the meeting having decided that this actually feasible solution is the way to go. Now the decision has been made!
3. Meeting 3 – The Executive: After a couple of restless nights, wondering how you are going to convince your Outspoken Warriors of the new decision, visit with your division Executive. During this third meeting, explain the entire scenario to them. Be sure to allow them the courtesy to express their opinion and make the decision. Your Executive’s decision will most align with the initial decision proposed by the Outspoken Warriors, as they will not want to ruffle feathers, but will also account for the risks that the Silent Skeptics expressed. Okay now the decision has been made!
4. Meeting 4 – The Silent Skeptics: Suddenly remember to have a follow-up meeting with the Silent Skeptics to let them know what the Executive has decided. Make sure to convince them that you aren’t sure that this decision is the “way to go,” and that even though it may sound more like the first decision, it will in reality include a plan to ensure that you are following their advice. Once the Silent Skeptics acquiesce to the decision, you realize the decision has been made!

Findings from a pilot cohort of middle managers from the Hanford’s Aspiring Strivers program showed promising results of the Four-Meetings-Decision-Framework. One early advocate reported that the framework is “certainly one way to make a decision.”