Advice

There exists a myriad of decision-making processes, each with its strengths and weaknesses. Still more organisations are using a variant of the advice process - and there are several reasons for this. The advice process is a principle that combines extensive freedom and autonomy for the individual employee or team, with a requirement to include the perspectives of others, resulting in a holistic view. The advice process itself is often designed so that:

• Any employee has the right (and perhaps even the duty) to make a decision or initiative that he or she believes is needed. However, before the decision can be made, he/she must have consulted:

• Anyone in the organisation whom the decision could significantly affect

• Anyone in the organisation who has expert knowledge in the area to which the decision relates

The advice received should then be taken into consideration, and then the decision can be made. The idea is that, with the advice and perspectives of these groups in mind, the employee has acquired sufficient knowledge to make an informed decision.

In almost all cases, the advice process proves to be highly effective. It allows any employee to take the initiative if he/she sees a problem and feels that the problem requires a decision to be made. By implementing the advice process, all employees in the organisation become powerful potential decision-makers.