Abstract:
Purpose – The purpose of the paper is to classify the full scope of hazards in the way to effective project- and decision-management in teams, and to present team leaders with a practical set of guidelines for coping with those obstacles, towards successful achievements. Design/methodology/approach – The paper provides a classification of the full spectrum of possible factors responsible for mishaps, faults and failures which regularly tend to occur within managerial and organizational activities at all levels. It goes on to present a set of two tools that, jointly applied, can provide managers with the necessary control to lead more team processes and projects towards successful terminations: the “revised decision square model” and the “capi” model. Findings – The paper provides evidence in the form of quotes from testimonies of managers who have adopted the proposed strategy for their every-day use within their teams. Practical implications – The paper offers a practical step-by-step set of guidelines to lead managers towards a relatively high level of control in the management of effective and efficient team decision making and implementation processes, ensuring their route towards successful achievements. Originality/value – Limited attention has been given in the literature to the studying of practical and applicable managerial techniques to successful decision-implementation in teams. This paper focuses on this neglected domain, proposing a solution, in the form of an integrative strategy.

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