Nothing says teamwork better than a group of people aligned in the decision making process. While some workplaces are guided by the “executive decisions” of the boss, that leadership practice might not necessary be the best approach in advocating change, nurturing involvement and learning from prior mistakes (i.e. bad decisions).

Steven Forth, CEO and director of Nugg, an application that enable workplace team members to focus, decide, track and align ideas, believes that decisions should not be made in a vacuum, and that the full decision-making cycle begins and ends with proper communication.

Forth wrote: “Some would say research, and research is sometimes needed, but the best decisions are made as part of conversations.”

Intuitive decisions should not feel random

The decision making cycle includes five key steps: surface, discuss, decide, execute, and review; all of which plays into a long-term goal. It’s true that not all decisions are of equal value; some are undoubtedly more serious than others. With that being said, the process of making decisions should not feel random, even though gut feelings, deadlines and stress may play a role.

“Emotions are critical to making intuitive decisions. ‘It feels right’ is a valid reason to make a decision,” wrote Forth. “But you still need to think through what the outcomes will be. Nugg let’s you mark any update or comment as a decision and then you or another person on your team can unfold that decision in more detail.”

Designate time to perform and review

By establishing a workplace culture that track, measure and review decisions after time have passed, allows team members to stay alert and execute appropriately in the future. Setting deadlines may seem like a stress magnifier, but that is not necessarily true. Implementing deadlines can sharpen intuitive decision-making, dampen procrastination and offer a more focused timeframe for exploration.

“Review date and getting explicit about expected and actual outcomes is so important,” Forth wrote. “And in most cases the first review should be relatively soon, within three months at the very longest. If you expect an outcome and are not getting it you need to review the decision.”

Don’t let good ideas and bad results get lost in the clutter

It’s not surprising that most people would want to quickly dismiss a bad decision from the past, wipe it from their mind and start anew. But that mentality will lead to history repeating itself. Don’t simply brush bad results under the desk, because they’ll likely reemerge in another form to waste time, effort and money.

On the flip side of the coin, good ideas are exchanged on the daily with zero trace. These ideas are often lost in an email thread, scattered amongst the shambles on your desk or simply placed in the back of your mind.

“Recording decisions and measuring the outcomes is critical today,” noted Gord Kukec, Member of the BCFerries Board of Directors, in a conversation with Nugg. “With so much happening it is easy for people to lose track of decisions and fail to check what actually results, but few teams do this in any systematic way. If you don’t record your decisions and measure the outcomes, you will never improve.”

Employ team members to participate in the decision-making process

Making decisions, especially on behalf of a whole company, is a scary venture. Ultimately, most long-term results are unpredictable.

That being the case, an individual may panic, second-guess or be guided by a bias intention. Even the most apt leaders will have trouble making those “executive decisions,” but the pressure shouldn’t fall solely on the boss—the supporting team should have equal responsibility to supply input and review previous cases, thus leading the best possible result, even if the decision was made in haste.