Group decision
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The document provides steps for effective group decision making based on the Functional Theory of Group Decision Quality, including analyzing problems, setting goals, brainstorming solutions, taking breaks when needed, choosing the best solution while considering consequences, and using counteractive communication to get back on track if sidetracked. Following these steps can help group projects go smoothly with minimal conflict through open communication and leveraging the collective intelligence of all group members.
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Similar to Group decision
Top of FormBottom of FormStrategies for Decision MakingPro.docx
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Strategies for Decision Making
Problem Solving and Decision Making
Components of a problem
· Givens: pieces of information that are provided when the problem is presented
· Goal: The desired end state – what a problem solution will hopefully accomplish
· Operations: Actions that can be performed to approach or reach the goal
Steps in Problem-Solving Process
What is Groupthink?
Groupthink is a psychological phenomenon that may cause a failure of a group’s performance. This is a trap that any previously successful group may get in.
The "groupthink" term was proposed by social psychologist Irving Janis (1972). It occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment” (p. 9). The alternatives are ignored and irrational actions dehumanize other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making.
Janis, Irving L. (1972). Victims of Groupthink. New York: Houghton Mifflin.
Janis, Irving L. (1982). Groupthink: Psychological Studies of Policy Decisions and Fiascoes. Second Edition. New York: Houghton Mifflin. Symptoms of Groupthink
There are eight symptoms of groupthink:
· Illusion of invulnerability –Creates excessive optimism that encourages taking extreme risks.
· Collective rationalization – Members discount warnings and do not reconsider their assumptions.
· Belief in inherent morality – Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions.
· Stereotyped views of out-groups – Negative views of the “enemy” make effective responses to conflict seem unnecessary.
· Direct pressure on dissenters – Members are under pressure not to express arguments against any of the group’s views.
· Self-censorship – Doubts and deviations from the perceived group consensus are not expressed.
· Illusion of unanimity – The majority view and judgments are assumed to be unanimous.
· Self-appointed ‘mindguards’ – Members protect the group and the leader from information that is problematic or contradictory to the group’s cohesiveness, view, and/or decisions.
Remedies for Groupthink
Decision experts have determined that groupthink may be prevented by adopting some of the following measures:
1. The leader should assign the role of critical evaluator to each member
2. The leader should avoid stating preferences and expectations at the outset
3. Each member of the group should routinely discuss the group's deliberations with a trusted associate and report back to the group on the associate's reactions
4. One or more experts should be invited to each meeting on a staggered basis. The outside experts should be encouraged to challenge views of the members.
5. At least one articulate and knowledgeable member should be given the role of devi ...
Techniques in group decision making PA report
This document discusses various techniques for group decision making. It begins by defining group decision making as a process where multiple individuals collectively analyze problems, consider alternatives, and select solutions. It then describes several specific techniques: brainstorming, where groups generate ideas; nominal group technique, which structures participation to avoid domination; and the Delphi technique, where experts anonymously provide and refine responses over multiple rounds to reach consensus. The document provides details on how each technique is implemented and its advantages and disadvantages.
Critical Thinking and Problem Solving
Critical thinking involves thinking clearly and rationally to arrive at the best possible solution. It involves skills like observing, analyzing, interpreting, reflecting, evaluating, problem solving, and making rational decisions. Critical thinking is an important soft skill valued by employers for strategic planning, sharing ideas, finding inconsistencies, solving complex problems, and engaging in reflection. It is useful in fields like marketing, customer service, and human resources. The process of solving a problem through critical thinking involves defining the problem, analyzing it, identifying possible solutions, choosing the best solution, planning action, and implementing the solution.
Problem solving series
This document discusses problem solving and decision making for managers. It begins by defining a problem as a discrepancy between ideal and actual conditions, and a decision as choosing among alternatives. It then outlines the key steps in the decision making process, which includes: 1) defining the problem, 2) identifying limiting factors, 3) developing potential alternatives, 4) analyzing alternatives, 5) selecting the best alternative, 6) implementing the decision, and 7) establishing control and evaluation. Finally, it emphasizes that developing high quality decisions requires following a structured process to thoroughly consider alternatives and make the best choice given available resources and constraints.
Synectics: Idea Generation Technique
Synectics is a structured creative problem solving technique introduced in the 1960s. It involves broadly and vaguely defining problems so participants have no preconceptions. Through facilitated discussion using metaphors and analogies, the problem is gradually revealed and refined. Participants consider problems from different perspectives to develop more refined solutions than typical brainstorming. The technique aims to connect seemingly unrelated ideas to spark new solutions. It operates on the principle that analogies between unrelated fields can provide novel insights. The process involves defining the problem, generating analogies through different psychological states like involvement and detachment, then refining solutions through analogy application.
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This document outlines 8 steps for solving problems:
1. Define the problem clearly and understand all aspects.
2. Set clear goals for what the ideal solution would accomplish.
3. Brainstorm as many potential solutions as possible.
4. Use positive language to think creatively.
5. Weigh the pros and cons of each option to choose the best solution.
6. Focus on implementing the solution rather than dwelling on the problem.
7. Execute the solution as planned while monitoring progress.
8. Review the results, get feedback, and learn lessons to improve future problem-solving.
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How can we as individuals support our teams in being more effective at solving problems? I explore this question using Sam Kaner’s book, Facilitator’s Guide to Participatory Decision-Making. The presentation is broken into 3 sections: how group decisions are made, recognizing team dynamics that inhibit good decision-making, and facilitative listening techniques to support team members throughout the decision-making process.
Chapter ii
This document outlines a problem solving and decision making process. It begins by defining a problem as an undesirable situation without a decision. It then describes a two step ideal process for resolving problems and making decisions: 1) Define the problem by discussing it to reach agreement on what issue needs resolution and labeling the exact conflict, and 2) Decide how to solve it by finding the root cause, listing alternative solutions, choosing the best solution objectively, and creating an action plan. The document provides details on each step and its expected results to systematically solve problems and make decisions.
GROUPTHINK
This document discusses the concept of groupthink, which refers to how people work together in groups to solve problems. Groupthink can be either positive or negative. The creator of the term, Janis Irving, defined it negatively as when a group prioritizes consensus over realistically evaluating alternatives. However, some research has also shown positive aspects of groupthink when ideas are constructively shared and built upon. The document emphasizes that for group discussions to be productive, every member must contribute openly without bias.
GROUPTHINK
This document discusses the concept of groupthink, which refers to how people work together in groups to solve problems. Groupthink can be either positive or negative. The creator Janis Irving defined it as a mode of thinking where a group prioritizes consensus over realistically evaluating alternatives. However, some research has also shown positive aspects when groups build on each other's ideas. For groupthink to be constructive, every group member must contribute to the open discussion without bias.
GROUPTHINK
This document discusses the concept of groupthink, which refers to how people work together in groups to solve problems. Groupthink can be either positive or negative. The creator Janis Irving defined it as a mode of thinking where a group prioritizes consensus over realistically evaluating alternatives. However, some research has also shown positive aspects when groups build on each other's ideas. For groupthink to be constructive, every group member must contribute to the open discussion without bias.
Q2
The document discusses the problem-solving and decision-making processes that the author has learned. It explains that problem-solving involves defining the problem, developing evaluation criteria, generating solutions, and choosing the best one. Decision-making involves identifying the decision needed, generating options, choosing, and reflecting on the results. The author learned that these processes are effective for finding solutions to problems and making good decisions, which will benefit them in the future.
effective problem solving
This document discusses effective strategies for problem solving through collaboration. It outlines a 10-step process for collaborative consultation that involves preparing, defining the problem, generating solutions, implementing a plan, and following up. Key aspects of the process include effective communication, addressing feelings, accurately defining problems, and using listening skills. Tools like brainstorming, reverse brainstorming, and concept mapping can help groups explore solutions. Regular evaluation and practice of problem-solving techniques can improve collaboration.
Free Brainstorming Tool
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Decision Making Process
This document discusses various models of decision making processes. It describes the rational model which takes a strictly logical approach through 5 steps. However, the alternative model led by March and Simon argues this is not realistic for humans with limited resources. The alternative model involves bounded rationality and intuitive decision making. Small group decision making can involve different paths like unitary or complex cyclic sequences. However, groupthink where unanimity overrides real evaluation can be problematic. Participation and collaboration models also differ in whether success relies on meeting individual needs or organizational structure. Overall, the ideal rational process is difficult to achieve fully, so decision makers rely on shortcuts and intuition.
Problem solving
Problem solving involves defining a problem, determining its cause, identifying alternatives, selecting a solution, and implementing it. There are two main methods: trial and error, which uses repeated attempts, and insight, which provides a sudden understanding of relationships. Effective problem solving considers individual factors like past experience and mental sets, follows steps and rules, and uses strategies like algorithms and heuristics while avoiding barriers such as confirmation bias, functional fixedness, and irrelevant information.
Blocks to Creativity and Innovation. Tools to Release Creativity and Innovation
The document discusses psychological inertia and barriers to innovation. It describes how preconceived notions, assumptions, experience and expertise can prevent new ideas from being considered. It provides tools to overcome these barriers, such as having outsiders review problems, testing small experiments, and being aware of blocks to change. The goal is to encourage discussions, questioning and developing solutions in order to drive innovation.
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Group decision
- 1. It is rarely this easy..
- 4. Want your group project to go as fast as possible without conflict?
- 5. YES!
- 6. Follow these easy steps!
- 7. Analyze the problem that requires a decision!
- 8. Set a realistic goal
- 10. When you run into a problem.. Take a step back
- 14. But the key to group success is COMMUNICATION!