Thinking and acting inclusively exposes the probability that no individual team member knows the “truth” and that only by involving others will the pertinent facts be revealed.
Introducing inclusionary thinking to the problem solving and decision-making processes can halt the spread of ambiguity and inconsistency, which are the building blocks of dysfunction.
Functionality thrives among Doers who know how to pose the right questions to obtain the right responses that lead to right choices and better outcomes.
Here are some prime examples:
Assumptions: What conclusions have people come to and what information source did they use?
Opinions: Who has taken a stand, who is still open to change, and what do they think should happen next?
Perceptions: What information has been accurately understood and what still needs to be corrected or modified?
Expectations: What is the difference between the projected outcome and the original intention?
Viewpoints: What views are represented and whose views are blocked, by what or by whom?
As inclusionary thinking takes root, those within your circle of influence will realize the importance of suspending action until a mutually satisfying resolution has been achieved.