Title: Participative decision-making in organizations - Wikipedia
Headings: Participative decision-making in organizations
Participative decision-making in organizations
Contents
Introduction
Advantages
Outcomes
Disadvantages
Ten dilemmas:
Types
Democratic
Autocratic
Consensus
Delegated by expertise
Concepts and methods
Dimensions
Foresight
Diamond model
Vigilant interaction theory
Role of information
Role of technology
Applications
Environment
Finance
Medicine
Non-profit organizations
External links
See also
References

Content: Disadvantages
One of the primary risks in any participative decision-making or power-sharing process is that the desire on the part of the management for more inclusive participation is not genuine. In the words of Arnstein (1969. p. 216),
"There is a critical difference between going through the empty ritual of participation and having the real power needed to affect the outcome of the process. This difference is brilliantly capsulized in a poster [available for viewing in her article]... [which] highlights the fundamental point that participation without redistribution of power is an empty and frustrating process for the powerless. It allows the powerholders to claim that all sides were considered, but makes it possible for only some of those sides to benefit." When PDM takes place in a team setting, it can cause many disadvantages. These can be anything from social pressures to conform to group domination, where one person takes control of the group and urges everyone to follow their standpoints. With ideas coming from many people, time can be an issue. The meeting might end and good ideas go unheard. Possible negative outcomes of PDM are high costs, inefficiency, indecisiveness and incompetence (Debruin, 2007).