Document Type
Issue Area Three
Abstract
Before beginning this paper, I must advance one important consideration. Shared decision-making is a value, not a training program. Topics can be introduced, discussions held, and skills enhanced, but if the people in the organization do not have an underlying belief that shared decision-making is the way to do business, only superficial activities will occur. If people believe they will be giving power to someone else, then the decision-making relationship will be inherently unbalanced. That belief implies that someone has power to give and, therefore, can take it away. It also implies that the person who received power was powerless. If staff believes they will be "getting power," so someone else will be "powerless" we have not eliminated a bureaucratic mentality.
Journal Title
Institute for Educational Leadership Monograph Series
Volume
5
Issue
1
First Page
90
Last Page
92
Publisher
Institute for Educational Leadership, University of Northern Iowa
City
Cedar Falls, IA
Copyright
©1994 Institute for Educational Leadership, College of Education, and the University of Northern Iowa
Language
en
File Format
application/pdf
Recommended Citation
Jeffrey, Judy
(1994)
"Shared Decision-Making: Training or Culture Change?,"
Institute for Educational Leadership Monograph Series: Vol. 5:
No.
1, Article 27.
Available at:
https://scholarworks.uni.edu/iel_monographs/vol5/iss1/27
