Description

Most management teams are not as effective as they believe they are, and the gap is rarely obvious from inside. Decisions get made without the right people in the room, or with the right people present but the wrong information surfaced. Conflicts that should be productive become political. Meetings consume time without producing alignment. The collective output of a senior team regularly falls short of what the individuals in it are capable of delivering, and the reasons for that gap are usually structural rather than personal.

You’ll work with:

• Team diagnostic: identifying the specific dynamics — information asymmetry, status effects, conflict avoidance, groupthink — that are limiting decision quality in a particular team
• Meeting and decision architecture: designing the structures and processes that give senior teams the best conditions for high-quality collective judgment
• Intervention approaches: the options available for shifting team dynamics, what they require to work, and how to sequence change in a group that is resistant to examining its own functioning

Timeline: +/- 7 hours

Outcome: A clearer analytical framework for diagnosing management team performance problems — and a practical toolkit for designing and facilitating the structural changes that raise decision quality at the leadership level.