In complex systems, there are many opportunities for misunderstandings which can disrupt partnerships.
Decision making is an especially sensitive area. In particular, making decisions unilaterally can be very negatively provocative for those who are impacted but were not involved in the decision process. Years of work building trust can be disrupted in such circumstances leading to poor quality of future problem solving and diminished engagement with implementation. (Fisher and Shapiro, 2005)
Decision making is so important for partnerships that consulting with key work partners before deciding should always be considered. In fact, while there are no absolutes and unilateral decisions are sometimes necessary, consultation is usually advisable. (Fisher and Shapiro, 2005)
This does not mean that decision making authority is abdicated by those who have it. Even if there are negative feelings about a decision, acknowledgement of the input along with explanation about how it was considered tends to mitigate problematic effects. Prior consultation helps others feel included. Also, valuable input may be provided.
A drawback of consulting might be prolonged decision making. But, the experience of respectful involvement usually facilitates better problem solving in the course of implementation.
Overall, "partnership is a conscious act, not a reflexive one." (Cheesebrow, 2012)