Google's Decision-Making Process Analysis

937 Words 4 Pages
While they’re participating in their group decision making meetings, Google makes certain that decisions are made based on data and not a gut reaction. In their book, How Google Works, Eric Schmidt and Johnathan Rosenberg explain why the company needed two projectors in their meeting rooms, “One of them is for video conferencing with other offices or for projecting meeting notes. The other is for data” (Schmidt & Rosenberg, 2014). Making their meeting all about the data helps them thoroughly analyze the issue and come to an informed decision. To avoid potential analysis paralysis, an individual is appointed as the owner of the decision. This person will set a time line and due date for the deliberations, and ultimately make the decision.
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They make certain to hire the most effective employees and give them every opportunity to engage in empowering situations. They use intellectual stimulation in their debates and meetings to bolster creative thinking and problem solving. The result for Google in using these practices has been highly motivated employees who are dedicated to their company.
Additionally, to motivate their employees, the leaders of Google provide them with job autonomy. A great example of this is the 80/20 rule and the peer review meetings I mentioned earlier. Employees are able to decide for themselves how they’ll spend 20% of their time at work. Once they’ve gathered enough data, they’ll present their idea to their peers in the peer review meetings. At this point, it’s their fellow peers that decide whether the project is ready to go on to the next stage or if it should be scrapped altogether. Allowing employees these freedoms gives them a sense of control over their future and the future of the company. With this sense of control, comes a greater motivation to help their company
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To determine the exact qualities they were looking for in their team leaders, they created a multiyear project, called Project Oxygen. During this project, their HR department collected and analyzed internal data. Ultimately the department was able to come up with eight different characteristics that every team leader at Google should have. The behaviors they outlined largely emphasized the team leader as a supportive role. Google offers their leaders classes and workshops to create and solidify these behaviors. Their emphasis on supportive leaders aids in the empowerment of their employees. Employees are able to do their job with confidence; knowing that, in a time of need, their team leader will be there to aid

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