After structuring a problem and gathering data, you form your own personal opinion about which path should be taken. You then take the data and your conclusion to your boss or colleagues to discuss and take a final decision.
Many decisions though, can be tacitly agreed without the whole data to be reviewed. In these cases, I have tried with some success to include the strength of my conviction when I'm communicating an opinion on a matter.
As an example, instead of saying "I disagree with that design proposal", I can add more info which could create the 2 following scenarios:
- "I don't like that design proposal, I think it isn't the best, but I don't feel strongly about pushing my opinion".
- "I dislike the design proposal and I also feel very viscerally that it is a bad choice."
In the first case, as a manager I would let the team decide, whereas in the second I would probably ask the team to discuss the proposal and eventually ask for a reset.
When everyone in a meeting adds this extra detail, its easier to move forward with decisions that everyone is at least comfortable with, and focus on decisions that need a better solution.
Applying this concept to this very text, I can say that I am very convinced of this idea.