This document summarizes a presentation on working in groups. It discusses group decision making methods like voting, consensus seeking, and authority rule. It also covers structured problem solving procedures like the standard agenda and functional perspective. Creative problem solving techniques are explained, including brainstorming, nominal group technique, and decreasing options technique. Finally, it discusses realities of problem solving like politics, preexisting preferences, and power dynamics within groups.

1. Working in Groups
Presentation
FPT UNIVERSITY (HCMC -Vietnam)
Class: IA1161

2. CHAPTER 10
Structured & Creative
Problem Solving in Groups
Jan 28, 2016

3. TEAM I.S
Duc LTM
Project Manager
Phuong TLN
Group Energizer
Binh NTQ
Group Leader
Tan PN
Information Deeper

4. AGENDA
• Group Decision Making
• Structured Problem Solving
• Creative Problem Solving
• Problem-Solving Realities
• Q/A

5. GROUP
DECISION MAKING
Duc Lai Trung Minh
DucLTMSE62220@fpt.edu.vn

6. CONTENTS
• Decision-Making and Problem Solving
• Methods
• Questions
• Styles

7. DECISION-MAKING
PROBLEM-SOLVING
Working in Group, Chapter 10, Group Decision Making, p.236-242

8. A JUDGEMENT
According to Management experts Perter Drucker
(Working in Groups, p.236)
Source: NextBigWhat.com

9. A JUDGEMENT
Whom should we invite?
What should we discuss?
Where should we meet?
When should we meet?
Table 10.1,Working in Group, p.236
Source: NextBigWhat.com

10. A COMPLEX PROCESS
According to the author inWorking in Groups
(Working in Groups, p.236)
Source: SCMEP.org

11. A COMPLEX PROCESS
Why doesn’t our promotional campaign
attract students?
How should publicize the college’s new
program?
Table 10.1,Working in Group, p.236
Source: SCMEP.org

12. DECISION-MAKING
METHODS
Working in Group, Chapter 10, Group Decision Making, p.236-242

13. DECISION-MAKING METHODS
Voting Consensus Seeking Authority Rule

14. DESCRIPTION
“A formal choice that you make in an
election or at a meeting in order to
choose somebody or decide something”
According to
OxfordLearnersDictionaries.com
Source: ChicagoToNight.com

15. CATEGORIZING
• Majority vote: > 50%
• Two-thirds vote: > 66.6%
Source: ChicagoToNight.com

16. USAGE
- Limited time
- Not highly controversial issue
- Too many members
- The last solution to break a deadlock
- The rules require voting
Source: ChicagoToNight.com

17. PROS:
- Easiest way to make decision
Source: ChicagoToNight.com
CONS:
-Very hard to persuade all members willing
to approve the decision

18. DESCRIPTION
“All members have a part in shaping and that
all find at least minimally acceptable as a means
of accomplishing some mutual goal.”
Working in group, p.238
Source: CrossCollaborate.com
Consensus Seeking
Consensus: Dong thuan

19. CONSENSUS GUIDELINES ON DECISION-MAKING

20. Source: CrossCollaborate.com
PROS:
- All members may willing to do the decision
CONS:
- Lacking of time
- Hard to implement into a large group

21. DESCRIPTION
“Groups gather information for and
recommend decisions to ANOTHER
person or a LARGER group”
(Working in Groups, p.239)
Source:Web.Wellness-institute.org

22. PROS:
- Independent decision
Source:Web.Wellness-institute.org
CONS:
- May demotivate members

23. DECISION-MAKING
QUESTIONS
Working in Group, Chapter 10, Group Decision Making, p.236-242

24. DECISION-MAKING QUESTIONS
Fact Conjecture Value Policy

25. DESCRIPTION
- True or False
- Something caused
Fact

26. USAGE
- What ?
- Did/ Had/ Was/ Were/ … ?
 Seek & scrutinize the best information
available
Fact

27. DESCRIPTION
- WILL /WILL NOT happen
- Only the FUTURE holds the ANSWER
- Predict the FUTUREConjecture
Conjecture: Su phong doan/ uoc doan

28. USAGE
- Reputable facts
- Expert opinions
Conjecture

29. DESCRIPTION
- Asking for the worthwhile (Good/Bad –
Right/Wrong - …)
- Difficult to discuss

30. USAGE
- Start with “It’s depend”

31. DESCRIPTION
- Asking for addressing a problem
- Require answers to sub-questions of
face, conjecture, and value
Policy

32. USAGE
- How?
- Which?
Policy

33. DECISION-MAKING
STYLES
Working in Group, Chapter 10, Group Decision Making, p.236-242

34. DECISION-MAKING STYLES
Rational Intuitive Dependent Avoidant Spontaneous

35. DECISION-MAKING STYLES
RATIONAL
I’ve carefully considered all the
issues
INTUITIVE
It just feels like the right thing to do
DEPENDENT
If you think it’s okay, then I’ll do it
AVOIDANT
I just can’t deal with this right now
SPONTANEOUS
Let’s do it now and worry about the
consequences later

36. RATIONAL
DECISION-MAKER
- Carefully weigh information
- Logical reasoning to justify the
conclusion
- Shouldn’t analyze problem too long
Source: Blogs.Baruch.Cuny.Edu

37. INTUITIVE
DECISION MAKER
- Based on INSTINCTS and FEELINGS
- Non-specific reason  “FEEL” right
Source: CauldronSandCupcakes

38. DEPENDENT
DECISION-MAKER
- Information/ Opinion seeker
- Feel uncomfortable on making an
disapproving/ opposing decision.
- Maybe making the regret decision

39. AVOIDANT
DECISION MAKER
- Uncomfortable making decision
- May not think about the problem at all
- May make the decision at the last minute

40. SPONTANEOUS
DECISION-MAKER
- Impulsive and make very Quick decision
- Usually regret on the decisions
Spontaneous : not planned but done
because you suddenly want to do it

41. STRUCTURED
PROBLEM SOLVING
PhuongTran Long Nhat
PhuongTLNSE62194@fpt.edu.vn

42. CONTENT
• The Standard Agenda
• The Functional Perspective
• The Single Question Format

43. STRUCTURED PROBLEM-SOLVING PROCEDURES
Problem-solving Procedures
STANDARD
AGENDA
Reflective
Thinking
Procedures
FUNCTIONAL
PERSPECTIVE
Communication
Behavior
Procedures
SINGLE
QUESTION
FORMAT
Question/Answer
Procedures

44. THE STANDARD AGENDA
• Task clarification
• Problem Identification
• Fact finding
• Solution Criteria
• Solution Suggestions
• Solution Evaluation and Selection
• Solution Implementation

45. THE FUNCTIONAL PERSPECTIVE
• The preparation function
• The competence function
• The communication function

46. THE SINGLE QUESTION FORMAT
• Identify the problem
• Create a Collaborative setting
• Analyze the issues
• Identify possible solutions
• Answer the single question

47. CREATIVE
PROBLEM SOLVING
Tan Pham Nhat
TanPNSE62463@fpt.edu.vn

48. CONTENT
• Creative Problem Solving
• Brainstorming
• Nominal Group Technique ( NGT)
• Decreasing Options Technique (Dot)
• Enhancing Group Creativity

49. CREATIVE PROBLEM SOLVING
• Creativity has two components: (1) the nonjudgement process of searching for,
separating, and connecting unrelated ideas and elements (2) combining these
elements into new ideas.
• Usually there are 4 stages:
• investigation
• imagination
• incubation
• insight

50. BRAINSTORMING
• A technique for generating as many ideas as possible in a short period of
time.
• But it can be counterproductive under certain circumstances.
• For example, in the case of the boss limiting the direction of ideas.

51. NOMINAL GROUPTECHNIQUE ( NGT)
• Developed by Andre L.Delbecq and Andrew H.Van de ven.
• It is a way of maximizing participation in problem solving and program planning groups while
minimizing some of the personal problems associated with group interaction.
• There are 2 phase:
+ Phase 1: idea generation
+ Phase 2: idea evaluation and voting
• It provides which of many possible solutions receives the most support, to establish
budget priorities and to reach consensus on the causes of a problem.
• But it requires a great deal of time and a skilled moderator to make it work efficiently.

52. I.4/ DECREASING OPTIONS TECHNIQUE (DOT)
• It is a decision making tool that helps groups reduce and refine a large
number of suggestions into manageable number of ideas. This method
works best when a group must process a multitude of ideas and options.
• There are 4 steps:
+ Generate ideas
+ Post the ideas
+ Sort the ideas
+ Dot the ideas

53. I.4/ DECREASING OPTIONS TECHNIQUE (DOT)
• When a group generates dozen of ideas, members use valuable meeting
time to discuss each idea, reagardless of its merit or relevance.
• Consider using DOT when:
+ The group is too large
+ So much competing ideas
+ Group wants to ensure equal opportunities for input by all members
+ Group wants to restrain dominant members from exerting too much influence
+ Do not have enough time to discuss

54. I.5/ ENHANCING GROUP CREATIVITY
• 4 strategies: control judfment, encourage innovation, ask " what if ",
use metaphors.
• Control judgment: reduce as much as possible negative response.
• Encourage innovation: inertia, instruction, imitation, innovation.
• Ask "What if " : can set aside the constraints.
• Use metaphors: make us easy to imagine and understand the
things better.

55. PROBLEM-SOLVING
REALITIES
Binh Nguyen QuocThanh Binh
binhnqtse62572@fpt.edu.vn

56. LIFE IS NOT BLACK OR WHITE
•1 Politics
•2 Preexisting preferences
•3 Power

57. 1 POLITICS
no one is THE SAME
Each individual have their own plans and agenda (it may or may not
clash with one another)
influence behavior
EX: but kissing, arguing,sabotage,....
THAT'S WHY THERE ARE RUDES

58. 1 PRE EXISTING REFERENCE
IDEAL IDEA
is our knowledge always correct ??
do we try to defense what we know ??
should we be open ??

59. 3 POWER
POWER = RIGHT ???
the boss is always correct
go with the flow
he(she) is so beautiful so he(she) is right

60. REFERENCE
• Working in Groups (Allyn & Bacon, 2010, ISBN: 978-0-205-65882-4)
• LacViet MTD
• Oxford Dictionary
• MindDisorders.com
• Barrett.com.au
• ……

61. Q/A
Duc LTM
Project Manager
Phuong TLN
Group Energizer
Binh NTQ
Group Leader
Tan PN
Information Deeper

62. THANKYOU !!!
If You Have Any Questions, Please Send An Email To
DucLTMSE62220@fpt.edu.vn For More Information.