No one makes a decision. Every one just has one key to the decision. The person asking the question has the "master" key and lock.
That is why self-help books talk about the quality of asking the right questions: "Unlocking of potential."
Until you show the lock and use the master key first, all other keys are ineffective. This is a reason why teams fail the promise. They are capable, good, independent show-stealers, but along a single-dimension. Multi-dimensional, bigger goals, larger good are left a lot to be desired to the extent that in a team each stalwart assumes a dwarfed position to meet "their" objectives, not a "rolled up team objective".
Thinking you make a decision by stating an action or getting people to act on your command, is not a decision. It is an instruction to follow. When the team is incapable of a decision, give your instruction. The result should then aid in decision. To get closer, give another instruction. But decisions need to be perceived individually. Consider a decision is made when each member phrase it in their personal "Aha" moment. This is the decisive point which get a larger buy-in power.
Decisions and Instructions clear many "mental clouds". They closely follow each other and lead to results.
- They steer away from "action paralysis".
- They remove the clutter away from "multi-choice indecisiveness".
- They arrest the shift and postponement of issues down the line making it a costlier corrective affair.
- real-data (not perceptions),
- seek affirmation from peers,
- ask questions,
- discuss with people relevant to the roles for a better informed, agreeable, sustained, praise-worthy decision.
Happy Decisions!! and enjoy the decision making experience.