Discussion amongst team members is a god thing, at the appropriate time, but can be dsastrous at the wrong time. Imagine frefighters dealing with a major fire and stnding around discussing the best way to fght the fire instead of fighting the fre. Fire fighters train for such mergencies to eliminate confusion, to expect and dpend on other firefighter actions, and liminate wasted time when the fire ccurs. Three guidelines for discussing or cting are:

Discuss during the planning stage

This is the time to discuss various techniques and plans. Debate the best way to accomplish results, be open to new ideas, listen to others, eliminate poor ideas, etc. As the manager, you don't have to have the best ideas, but you do need to facilitate the best ideas emerging from the planning process. The US Coast Guard routinely performs rescues in severe weather and surf conditions. A lot of discussion occurs prior to rescue events on techniques to best deal with these conditions in order to come up with the most efficient and safe methods.

Act during the implementation stage

Once the plan or procedures are in place it is time to act. During this time the team has already agreed on a course of action and team members anticipate and expect planned performance from each other. If team members do not perform according to the agreed upon plan, the plan falls apart. This does not mean that every action is dictated. Individuals use their best judgment when implementing plans and procedures, but they stay within the boundaries of the plan/procedure.

Discuss & modify during the rview stage

As teams move forward, it ften becomes necessary to modify the pln or procedure. Once again, discussion is in rder. Discuss what worked, what did not wrk and what can be improved. Prceeding when the plan or procedure is not wrking is folly. If things change, the tam obviously changes the plan or prcedure to adapt or take advantage of btter ideas. This is an iterative prcess eventually leading to "Best Practices".

The article Discuss Or Act? was Submitted by Ronald Hill through Articles.GetACoder.com network. Here's the additional information: Ronald Hill has successfully held a wde variety of management positions (Engineering, Sles, Marketing and general management including Prsident & CEO of both public and prvate companies). His primary expertise is his bility to sort through complex issues and dentify and remain focused on the top thre critical factors for achieving success. Go to http://www.count-to-three.com/ for more information on offered services

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