Taking responsability for choices when under pressure

Making a choice is one thing, defending one that causes an outcry is another! In this case you have to decide on the course to take. You have to take responsibility for it in a flexible way without alienating the "opponents ". In short, be diplomatic.
Identify your legitimacy strategy
All decisions are defendable as and when you see them as legitimate.You have to think about your decision again and again: what objective, what principle does the decision correspond to? What does it defend? What would questioning it mean? What would be the pros and cons?       
Explain your choices … up to a certain point
A contested choice is often a misunderstood choice. This is why informing your partners, communicating what needs communicating, and adopting a pedagogical attitude are as important as the choice itself. Nevertheless, once the decision has been made and the explications given there is no need to justify it.       
Create the conditions so that the choice is the right one
Once a choice has been made there are still important things to do: how do you make the decision the 'right' one? What must you pay attention to? How do you coordinate if needed? What should be the follow up?       
Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!
1 / 3   An unapproved recruitment
You need to recruit for a position available within your team, and you decide to recruit externally. You explain your decision to the team (someone with a different prospective) but the team strongly criticises you, accusing you of not recognising their competences. What do you do?
You take advantage of the weekly meeting to firmly pass the message: "I already explained the reasons for my decision. I won't change my mind and I ask you to welcome your new colleague as you should".
OK in principle but the way it is presented could be badly perceived and lead to a counter-attack.
You discuss with each collaborator to, again, explain the reasons for your decision.
This would only make sense if only 1 or 2 team members were hostile to the decision. If the objection is collective, best address it within the group.
You get the team together: " I get the feeling that despite my explanations, you still see my decision as a confrontation. Do you really think that my decision was taken, not for the benefit of the group, buts against you? 
Yes, the team still has grievances to express. It would be better to determine the cause of the obstacle. If necessary, end the meeting expressing your regret that your decision, which won't be changed, wasn't understood.
You do nothing. They will end up adapting.
Not sure about this! It would be best to prepare the arrival of their new colleague.
2 / 3   Threats...
Richard, one of your best collaborator, is threatening you:"If I don't get a pay rise this year, I will have to accept offers from outside". You know he won't get his pay rise. What do you say to him?
I will be really disappointed if we have to end our collaboration because for me you are a valuable collaborator. You know the reasons why I still can't give you a pay rise. However I'm ready to consider other forms of recognition.
Yes, your message is respectful and clear. The ball is in Richard's court.
Is this blackmail?
Of course! but presenting it this way will only increase the tension.
Well, do what you think is best.
You give up too early. Richard's request may be, more than anything, an SOS that needs looking into. 
But no, you know I am doing all I can. I can't promise you anything but you mustn't' get disheartened
This is dangerous. If you know there won't be a pay rise, it's best to say so.
3 / 3   In the face of unrest
You accept a complementary mission for your team, which is already overloaded. How do you manage their unrest?
But I couldn't refuse it; we must make ourselves visible and indispensable. Otherwise, we die!
Useless using fear to convince, there are other solutions.
You'll see, there won't be too much extra work
The team won't believe you. Better to enhance your decision and show that you know how to overcome the eventual difficulties.
I understand your fears but I have propositions for you which will make everything run smoothly.
Too early! Best listen to their fears before.
It's a choice I take responsibility for because I am convinced that in 2 to 3 months, it will be beneficial for our department and I am ready to explain why. In the meantime, we will see together how to render the transition manageable for you: What do you fear most ?
Yes, it is impossible to make decisions that please every time. Most important is to show your determination and your awareness of the difficulties that need to be addressed
Your score is
You finished!
To review the questions and responses, please choose from the list below.