1. GROUP PROBLEM SOLVING AND DECISION MAKING
CHAPTER 7
GROUP PROBLEM SOLVING AND DECISION MAKING

2. RATIONAL VERSUS POLITICAL DECISION MAKING IN GROUPS
The rational decision-making model is the traditional, logical approach to decision making, based on the scientific method.
The political decision-making model assumes that people bring preconceived notions and biases into the decision-making situation.
In practice, we do not always know if the decision maker is being rational or political. For example is it rational or political not to have a 13th floor in a hotel?

3. POTENTIAL ADVANTAGES OF GROUP DECISION MAKING
May lead to better acceptance of the decision.
May lead to stronger commitment to the implications of the decision.
Can lead to higher-quality decisions and innovation because more information is processed and shared.

4. THE GROUP PROBLEM-SOLVING STEPS
Identify the problem.
Clarify the problem.
Analyze the cause.
Search for alternative solutions (multiple alternatives can be found for most problems).
Select alternatives.
Plan for implementation.

5. The Group Problem-Solving Steps, continued
Clarify the contract (Restate what group members have agreed to do.)
Develop an action plan. (Who does what and when to carry out the contract.)
Provide for evaluation and accountability.
The steps are best applied to complex problems.
A group with collective efficacy is more likely to solve the problem.

6. DISAGREEMENT WITHIN GROUP DECISION MAKING
Disagreement not necessarily harmful to final outcome of decision.
Disagreeing about major issues can lead to positive outcomes when:
Dissenters feel they have freedom to express doubt.
Doubt is expressed collaboratively rather than contentiously (anger).
Time is taken to debate issues.

7. INQUIRY VS. ADVOCACY IN GROUP DECISION MAKING
Inquiry looks for the best alternative.
Advocacy is fighting for one position.
Decision makers who favor the good of the firm over personal gain will most likely engage in inquiry.
Disagreements under the advocacy approach may separate the group. (May require conflict resolution methods.)
Inquiry often leads to collaboration.

8. BRAINSTORMING CONCEPTS
Brainstorming often used when organization seeks large number of alternative solutions to problem at hand.
Brainstorming promotes creativity by generating ideas without criticism.
Basic technique is to encourage unrestrained, spontaneous participation.
Brainstorming also used for creativity training.

9. GUIDELINES FOR BRAINSTORMING
Group size should be about 5 to 7.
Everybody is given chance to suggest alternative solutions.
No criticism is allowed.
Freewheeling is encouraged.
Quantity and variety are very important.
Combinations and improvements are encouraged.

10. Guidelines for Brainstorming, continued
Notes must be taken during the session by a recording secretary.
Invite outsiders to the brainstorming session.
Do not over-structure by following any of the above eight ideas too rigidly.
Other suggestions:
have diverse group members,
use physically stimulating environment, and
serve food and drink.

11. BRAINSTORMING AND GOALS
Brainstorming involves establishing and attaining a series of goals, such as these:
Establish quantity goal of establishing as many ideas as possible.
Establish goal of avoiding criticism.
Establish goal of attempting to combine ideas and build on them.

12. BRAINSTORMING EFFECTIVENESS
Works well for finding large number of problem alternatives, particularly if ideas are subsequently refined and edited.
Contributes to job satisfaction for many brainstorming participants.
A concern is that individuals working alone typically produce more ideas than those in a group. Brainwriting is idea generation working alone.

13. NOMINAL GROUP TECHNIQUE GUIDELINES
Work team members assemble to participate in decision.
The team leader presents a specific question.
Team members write down ideas independently (working alone).
Team member presents one idea to group (or leader presents ideas anonymously).

14. Nominal Group Technique, continued
The group clarifies and evaluates the suggestions (the ideas from Step 4 are discussed).
Team members rate alternatives on 1-to-10 scale working alone. The alternative with the highest rating is chosen as the best solution to the problem.

15. STANDUP MEETINGS FOR GROUP PROBLEM SOLVING
Standing up instead of sitting down sometimes improves problem solving.
Participants might be more alert and decide more quickly.
Some people “think well on their feet.”
General guideline is that if task can be done in 30 minutes or less, standup meeting works.

16. USING E-MAIL TO FACILITATE GROUP DECISION MAKING
Members can exchange information without physical meeting.
Small details can be handled in advance of meeting.
During meeting, major items can be tackled.
Preparation material for meeting, such as spreadsheets, can be distributed.

17. Using E-mail to Facilitate Meetings, continued
Alternatives can be voted on without a physical meeting.
Watch out for loss of face-to-face interaction.
Warmth of human interaction and facial expressions is lost.
Face-to-face interaction often facilitates creative thinking.

18. REASONS FOR USING GROUPWARE
Faster, clearer, more persuasive communication
Communicate when otherwise not possible
To enable telecommuting
To reduce travel costs
To bring together multiple perspectives and expertise

19. Reasons for Using Groupware, continued
To assemble groups with common interests where it would not be possible to gather a sufficient number of people face-to-face.
To facilitate group problem solving
A shared whiteboard is groupware that allows two or more people at a distance to draw on a common drawing surface.
Virtual problem solving avoids problem of a couple of people dominating the meeting.

20. STUDY ABOUT POTENTIAL PROBLEMS WITH MEETINGS
An online survey of 980 participants in U.S., Australia, and the U.K. found:
The more time accomplishment-oriented workers spent in meetings, the worse they felt about job, and had lower feelings of well-being.
Ambitious people perceived meeting as interrupting important tasks.

21. BEING AN EFFECTIVE MEETING PARTICIPANT
Arrive at meeting prepared (such as having studied support material).
Arrive on time, stay until meeting is completed.
Do not hog the meeting or sit silently.
Use constructive nonverbal communication. (Avoid such behaviors as slouching, yawning, looking bored and frustrated.)

22. Being an Effective Meeting Participant, concluded
Converse with other participant only when someone else is not speaking.
Be prepared to offer compromise solutions when others are in conflict.
When possible, have data ready to support your opinion.
Conducting yourself well at meeting is another interpersonal job-oriented skill.

23. CULTURAL FACTORS AND GROUP DECISION MAKING
Acceptance of unequal distribution of power in organizations (belief in power sharing favors group decision making)
The degree to which a country is aggressive versus nurturing (nurturing favors group decision making)
The degree to which a society is individualistic versus collectivistic (collectivistic favors group decisions)