In his insightful article on PM Times titled The Power of Team Belonging, author George Pitagorsky (The Zen Approach to Project Management) raises the importance of inclusiveness, along with some interesting predicaments. For instance, what if a team is under pressure and in the interest of making expedient decisions, excludes one or more members?
There's something to be said for avoiding time-consuming debate, but there are always methods for including and considering alternate ideas, and informing people why certain approaches are being taken. It also avoids active sabotage. There are even ways of reframing the "outsiders" as external contributors or advisors, whether or not they're part of the core team. Pitagorsky talks about this in the context of defining formal role definitions for stakeholders.
In my book, Managing the Gray Areas, I talk about seven common leadership dilemmas, one being how to balance the needs of individuals with the needs of the organization. Pitagorsky deftly addresses this issue head on, suggesting ways to make people feel included, even when ruling against their ideas or keeping them external to the core team.
In essence, an ounce of inclusion is worth a pound of disenchantment. Plus you may get some good, alternate ideas or issues to consider.
Pitagorsy sums it up best:
I highly recommend reading the full article, and considering the impact of belonging whenever making team decisions.
Jerry Manas is the bestselling author of The Resource Management and Capacity Planning Handbook, Napoleon on Project Management, and more. At PDWare, Jerry helps clients improve strategy execution through tools and processes that align people and work with organizational priorities. Connect with Jerry on Twitter and LinkedIn.