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Decisions are woven into the fabric of daily park and recreation operations. These decisions are developed by various stakeholders, such as staff, managers and elected officials, and they can result in significant impacts on the entire organization. At times, the lack of consensus occasionally clouds the decision-making landscape, leading to intricate challenges.

Imagine a scenario where a facility’s rules are overridden by the department’s director in response to a community member’s complaint; or consider an assistant director who might propose an unusual approach to service delivery. These decisions bring change that echoes down the organizational hierarchy. The unforeseen consequences unfold, causing both lower-level staff and middle management to suddenly grapple with amended policies and procedures. This dynamic interchange can produce frustration and confusion among the staff tasked with adapting to abrupt changes. Conversely, the division and department heads encounter resistance to their decisions.

The Dichotomy of Decision Making

In navigating the circumstances of these decisions, the occasional lack of agreement emerges as a structural challenge. The decision-making terrain is not always clear-cut; conflicting viewpoints may obscure the intended path. This lack of agreement can lead to intricate challenges, such as decisions becoming contested territory, thus demanding a delicate balancing act to ensure the evolution of organizational objectives.

First, reflect upon the scenario where the director overrides a facility’s rules — with the intent of ensuring a balance between meeting community expectations and maintaining operational integrity. The frontline staff find themselves navigating the fallout. The staff feel caught between the obligation to uphold established rules and the necessity to address the concerns of the public. This instance captures the complexity of decision making, where high-stakes choices resonate through the organization’s response to stakeholder pressure, leaving lower-level staff grappling with the consequences.

Now, consider the scenario of an assistant director’s proposal for an innovative service delivery approach; this new technique sets in motion a chain reaction. Frontline staff are confused about what the requested service entails and mid-level staff struggle to determine the best methods to ensure compliance. The effects are experienced not only at the ground level, but also at the higher management levels, creating a dynamic interchange that exposes lower-level staff to frustration and confusion. The department heads contend with resistance and unintended concerns. The responsibility for the aftermath of decisions becomes a collective burden, shared among everyone within the organization.

These shared responsibilities emphasize the interconnection of decision making; thus, reinforcing the notion that decisions are not solitary acts but rather mutual actions with wide-reaching implications.

The resolution to ensure cooperation is the team approach.

Effective communication channels between senior leadership and frontline staff are crucial in harmonizing diverse perspectives. In response to these scenarios, including frontline staff in the decision-making process becomes pivotal in altering the narrative. By clearly articulating operational challenges and presenting data to support their concerns, lower-level staff not only navigate the intricacies of decision implementation, but also contribute valuable insights that enrich the decision-making process.

Regular meetings, feedback sessions and surveys create avenues for gathering insights and concerns from those on the front lines, fostering a more inclusive decision-making environment. Establishing feedback mechanisms that allow lower-level staff to provide input on decisions before finalization adds another layer of inclusivity to the decision-making process. This collaborative approach not only acknowledges the expertise of those directly engaged in day-to-day operations, but also cultivates a sense of shared ownership and responsibility for organizational outcomes.

Hunter Pooser, CPRP, is Recreation Specialist at City of Marietta, Georgia. Preston Pooser is a Certified Park and Recreation Executive.