Decisions may be made by a single leader, a committee or a large group of people, depending on the nature of the organization. Each of these models is more or less appropriate depending on the nature of the decision and the context in which it is being made. When communication is thorough and accurate, decisions tend to be more informed and effective.
Communication is improved when everyone in the decision-making process feels that her contribution is being respected. In a harsh or judgmental environment, some people will not communicate their thoughts and feelings because they fear negative reactions or repercussions. A group environment of acceptance leads to more comprehensive input from all stakeholders, which in turn leads to better communications and decisions that take all aspects of the situation into account.
Some authoritarian organizations are characterized by one-way, top-down communication. This form of communication leads to decisions that reflect the knowledge and priorities of the upper echelons of the organizations. This isn't necessarily a problem in an organization where the leaders' wishes are the only ones that matter, for example in the military. In other organizations where members expect to be enfranchised, this type of communication style can be problematic and lead to tensions within the organization and delayed or faulty decision-making.
Cooperative communication involves an equal exchange of ideas between engaged parties in a decision. While this process can take longer than an authoritarian one and can be unwieldy, it can also result in decisions acceptable to everyone involved because the decisions are made by everyone equally. When opinions and inputs are solicited from an entire group on an equal basis, the resulting decision can be a consensual synthesis of individual preferences. While each individual may not get exactly what she wants, the resulting decision will be close enough to each person's ideal to be acceptable to the group as a whole.
Secrecy is the opposite of communication. It involves the willful withholding of information from other parties. Secrecy is necessary and even beneficial in some situations, but the people holding the secrets should be aware of the impact of secrecy on decision-making. Individuals not aware of some information can't be expected to make decisions based on that information. Secrecy is most common in authoritarian institutions where all decisions are made by a small group of leaders. In these situations, the input of followers isn't sought because they are not stakeholders in the decision-making process.
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