How can Kolbe A and DISC assessments diagnose and resolve Accountability Chart decision-making bottlenecks?

Question

Tyler Smith · Accepted Answer

Decision-making bottlenecks in an Accountability Chart often stem from misaligned natural approaches to problem solving and communication. Kolbe A and DISC assessments provide distinct yet complementary insights to diagnose and resolve these issues. Kolbe A measures conative intelligence, revealing how people naturally act. If a critical decision-making seat, for instance, a 'Key Decisions' seat, is filled by someone with a low 'Fact Finder' score, they might struggle with gathering sufficient data, leading to stalled decisions. Conversely, if a team consistently over-analyzes, there might be an abundance of high 'Fact Finders' without enough 'Quick Starts' to drive action.

DISC, on the other hand, illuminates behavioral styles. A decision-making bottleneck could arise if a 'High D' (Dominance) leader makes rapid, autonomous decisions without sufficient input from 'High C' (Conscientiousness) team members who need data and consensus. Or, a team heavy in 'High S' (Steadiness) might struggle with swift changes or tough choices, leading to inertia. Leader-to-leader use guides can then be developed, advising a 'High D' to actively solicit input from a 'High C' before final decisions, or for a 'High S' to partner with a 'High D' for faster execution. By mapping these assessment results against specific Accountability Chart seats and decision points, organizations can proactively identify potential friction, adjust roles, or implement communication strategies to smooth out decision-making processes.