The Captain’s Call.  The final decision.  Calling the shot.  It’s necessary for a team.  Particularly in teams that are dealing with life and death matters.  The safety of a plane full of passengers, a crew of astronauts in space, and a group of climbers ascending Everest under the harshest conditions possible. In these instances, the opinion of the relevant technical expert needs to be heeded, but ultimately the accountability for the decision rests with the captain.  They will sometimes literally live or die by their decision, either saving or jeopardising the lives of those that are with them.

Let’s look at some other scenarios that are less severe but consequential.   The coach or captain of a sporting team that changes the game plan in the final quarter.  The CEO that makes a call to liquidate an asset based on performance and an impending stock market crash.  The Board that decides on an acquisition that will position them as the largest player in the market. It would be too simplistic to assume in any of these scenarios, from the more severe that have life and death consequences to those that are less severe, that a Captain’s call is made in complete isolation and without consultation with their team. 

However, we do experience in teams that sometimes it’s easier to imply the Captain makes the call because the team can’t productively debate the issue.  They may not have the skills to engage in a critical debate that strengthens the team instead of leaving it in tatters.  They may prefer to disengage from the challenging discussion, opting to share their real opinion with a few select colleagues outside of the meeting.  This feels safer.  There’s unity here, as real views can be shared in secret.  Sometimes the Captain’s call is not implied but preferred as a path for decision-making by the captain themselves.  It’s quicker.  The team can move on to the next challenge. Decision made.  Tick.  On to the next thing.  Whilst this may feel productive, it is actually destructive to the team’s level of trust and confidence of the team to be able to make tough decisions whilst bringing everyone along for the ride of productive conflict.

A team that can move into productive conflict well makes better decisions.

Each individual has the ability to bring forth an idea safely.  They don’t attach themselves personally to the idea.  Ideas are treated like balls moving between both sides of a tennis court.  Backwards and forwards until the right one lands, and the team then knows collectively they have won the point.  Together as a team, not as individuals.  It doesn’t matter who served the ace or who volleyed strategically to win the point. 

The origin of the decision is irrelevant.  The important point is the decision the team has landed on.  They are committed to it because it’s the right thing for the organisation and the stakeholders that the team serves.  A premature or unnecessary Captain’s call did not stifle discussion or kill the opportunity for productive conflict. 

There’s a place for a Captain’s call.  There’s a place for productive conflict.  Make your decision wisely.