Victor Vroom, in cooperation with Phillip Yetton (1973) and subsequently with Arthur Jago, created the Vroom–Yetton contingency model, a situational leadership theory of industrial and organizational psychology (1988). According to the situational hypothesis, the ideal leadership style is dependent on the context. This approach proposes choosing a collective decision-making leadership style.
How to Decide What to Decide?
The process of making a decision can be as complicated as the decision itself. You may need to take command and make decisions on your own at times, but you don’t want to look dictatorial to your team (particularly in situations where you need their input). Other times, it’s preferable to make a choice based on group consensus, but this takes time and resources. So, how do you choose the best approach?
Every manager must be capable of making sound judgments. The Vroom-Yetton Decision Model, for example, is a systematic method to decision making that helps you to bring consistency and order to a process that could otherwise appear idiosyncratic and instinctual.
It can also assist you in determining the most efficient way to achieve a choice.
Understanding the Model
Based on your present scenario, the Vroom-Yetton model is meant to assist you in determining the optimal decision-making strategy and leadership style to use. Victor Vroom and Philip Yetton first proposed it in their 1973 book “Leadership and Decision Making.”
There isn’t a single decision-making procedure that works in every situation. Instead, Vroom-Yetton provides you with a variety of options and guides you to the ideal one for your needs. If speed and decisiveness are necessary, for example, an autocratic method is likely to be used.
When managers follow the paradigm, researchers have discovered that they are more effective, and their staff are more productive and pleased. Vroom-simplicity Yetton’s also means that it may be used by everyone, from the boardroom to the manufacturing floor.
It may be particularly useful in new or unique situations, while being a touch long-winded at times. If you practise utilising it, you’ll rapidly get a sense for the best strategy to take, whether you’re dealing with a day-to-day issue or a more complicated challenge.
Keep these factors in mind, while using Vroom-Yetton Decision Model:
Decision quality – Making the “correct” decision can be crucial at times, and you’ll need to pool a lot of resources (people, time, knowledge, and so on) to guarantee that the action you choose is well-thought-out and of high quality.
Team commitment – Some of your choices will have a significant influence on your group, while others may go undetected. It’s preferable to employ a collaborative procedure when a choice will have an influence on your team. This will increase the decision’s quality, and you’ll be able to produce a successful outcome more quickly.
Time constraints – When the problem at hand isn’t urgent, you have more “room” to consider your alternatives and engage others, which will help you make a better conclusion. However, if your time is restricted, you may not be able to include others or conduct extensive research.
In general, a consultative or collaborative approach is best when:
- To tackle a problem, you’ll need help from others.
- The issue is difficult to define.
- It is critical that all team members agree with the choice.
- You have sufficient time to oversee a collective choice.
When it’s most acceptable to use an autocratic approach, consider the following:
- You know more about the subject than the others.
- You are confident in your ability to act on your own.
- Your decision will be accepted by the team.
- There is a limited amount of time available.
Vroom-Yetton is a valuable model, although it isn’t always relevant in all circumstances. It overlooks numerous crucial variables, and its strict structure prevents it from accounting for nuances such as your team’s emotions and dynamics, as well as the task’s complexity. The seven questions are also unclear – “importance” and “quality,” for example, are ambiguous phrases – and it might be difficult to respond with a simple “yes” or “no.”
In their 1988 book, “The New Leadership,” Vroom and Arthur Jago addressed these flaws and modified the original paradigm. The updated model is more complicated, with numerous extra questions that allow consumers to consider other factors, such as geographic location while making their choices. It also employs a mathematical formula to assist people in determining the best decision-making procedure for their circumstances. Vroom-Jago or Vroom-Yetton-Jago are two names for the latest version of the model.