Moving Beyond Compromise: Why Stop There? - Softcover

Smith, Kevin C; Burke, Michael T; McComb, Gordon P

Softcover

ISBN 10: 0996469907 ISBN 13: 9780996469906

Publisher: Counsel Publishing, LLC, 2016

Synopsis

The process of making decisions is integral to life. We make decisions every day, from what to have for breakfast to critical issues of life and business. When two or more people are involved in making those decisions, the process often involves "compromise" and can be complicated by the basic give-and-take and trade-offs that are associated with this approach.

Webster's New Twentieth Century Dictionary of the English Language defines compromise in this way:

• A settlement in which each side gives up some demands or makes concessions
• An adjustment of opposing principles, systems, etc., in which part of each is given up
• The result of such an adjustment or settlement
• Something midway between different things
• A laying open to danger, suspicion, or disrepute, as a compromise of one's good name, or; to surrender or give up (one's interest, principles, etc.)

Compromise necessarily, then, leads to a result that has the great risk of being suboptimal because the concessions made can easily preclude consideration of alternatives and important viewpoints. One of the factors that those who promote compromise as a means of making decisions use as justification is that each side gives up something they want, and thus each side can "live with" the result. In reality, neither side will give up something critically important to them while expecting the other to do just that. The end result is often that either no decision or agreement can be reached or one or both of the parties is unhappy with the result. Too frequently, the ultimate result is failure because one or both parties do not fully support the agreement, which becomes more likely if one party feels it gave more than the other or had to give up something related to its principles or best interest.

In an increasingly complex world, compromise is not the best way to reach decisions. An approach that fully and objectively examines all points of view and ideas is needed to arrive at workable solutions to problems and issues as diverse as those we see in the world today.

Anyone who has worked inside any company, large or small, knows that it is often very challenging to make decisions. Different personalities, diverse interactions, company politics, and even social, political, and economic philosophies present barriers to agreement. Add to that the basic competitive nature of human beings and the result can be a bubbling stewpot of rancor, foxhole-digging, foot-dragging, backbiting, criticism, individual conflict, and an attitude of an "I win, you lose" zero-sum game that leads to, at best, nonoptimal decisions and at worst, paralysis and no decisions at all.

This description applies to virtually any type of organization, not just the corporate setting. It can be seen in organizations, nonprofits, politics, families, churches, schools, and any other setting in which a group of people, whether it be two or many, must meet and make decisions on any topic. All of us have seen the results of committee deliberations aimed at making decisions in a number of these seemingly different settings. Quite often, when we watch the process, we understand the saying that "A committee is a cul-de-sac down which ideas are lured and then quietly strangled." The three authors have worked in a variety of different companies and noncorporate settings, including small local companies (fewer than 10 employees) to very large multinational corporations; they have been a part of boards of directors and trustees of nonprofits, school and church groups, neighborhood organizations, and others. They have all had the (mis)fortune of serving on committees charged with making decisions ranging from purchasing equipment to basic corporate strategy for international product development.

About this title

About the Author

Michael Burke has worked in organizations from start-ups with as few as three employees to multinational corporations and has started a number of companies in his career. He has been a director of departments and divisions and served on the boards of directors of non-profits, schools, and small companies and has always sought workable solutions to issues. His involvement in many projects requiring critical decision-making including international pharmaceutical product development and planning significant strategic expansions taught him that the current approaches to making those decisions are flawed. Since being introduced to the Bahá'í Faith by his wife, Susan, he has been studying and practicing the consultative approach to decisions in all situations. When Kevin approached him about writing this book he enthusiastically agreed. Michael and Susan live in Colorado and have two daughters, one living in Europe. Michael teaches medical subjects at a private college in Denver and uses the approaches in this book as much as possible in that work.

Review

"Truly a handbook for 21st century leaders and managers! Moving Beyond Compromise guides the reader on a journey from organization chaos to high performance. Use this book and its clearly explained principles of consultative leadership to take your own organization to the next level." Douglas Allen Executive Director of Globalization, Director, International MBA Program Daniels College of Business, University of Denver "Moving Beyond Compromise offers a truly new approach for effectively making decisions. The authors provide insightful new ideas in a captivating story format that is informative and easy to follow. I see these methods being utilized in any company or organization and at any level. The rule summary at the end provides a useful reference tool." -Larry Jones, CEO Coalfire Systems

Edition details

• Publisher: Counsel Publishing, LLC
• Publication date: 2016
• ISBN 10: 0996469907
• ISBN 13: 9780996469906
• Binding: Paperback
• Language: English
• Number of pages: 142