To make group decision-making successful and empowering, we propose a multi-stage process of increasing responsibility. Initially the team should address such issues as “how do we improve operations in ways that cut costs, reduce defects, reduce errors, enhance quality, or reduce down-time. At this initial stage the team should not be asked to address the big issues, such as which of several new products to development or what should we do about modification in the production processes being used in this manufacturing division. These latter issues are strategic in nature, whereas the issues the team should first address are short-term and tactical.

In many ways this first stage is closely aligned with the problem-solving phase that we described previously in this essay. Provided with sufficient training in problem solving (as well as communication and conflict-management) an empowered team should be able to readily make decisions regarding tactical issues. Further group empowerment involves the progressive movement toward decisions that are complex, difficult and consequential. At each stage, it is helpful to draw upon those decision-making skills that have been previously taught. This training should focus on communication, conflict-management and problem-solving skills. Each of these skills gives the team greater decision-making responsibility. When team members have earned greater responsibility and exhibit increasingly skillful group functioning, they will feel appreciated and therefore will be even more motivated to address these complex, difficult and consequential decisions.

This gradual movement toward increasing group responsibility for making decisions relates not just to the needs for new skills, knowledge and perspectives. It also relates to a deeper issue concerning the appropriate balance between freedom and control in the organization. The manager can’t just abandon control, given that ultimate responsibility usually resides with this person. Furthermore, is it fair to ask employees to assume responsibility when they are not being paid as managers or do not have the staff support of those in management positions. On the other hand, the granting of freedom to employees so that they can create, learn, and influence the operations of their organization is a very generous and appreciative act.