Intelligence: Group Decision Making

Intelligence: Group Decision Making

Groups can make better decisions

Improved problem definition

Generate more alternative solutions

“Ownership” of decision

Workers want a role in decision making

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But groups make mistakes too

Incomplete definition of problem & objectives

Focus on one alternative

Fail to reconsider rejected alternatives

Don’t seek or generate good information

Ineffective at problem solving

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Don’t examine risks

Fail to develop contingency plans

Individual failures

Why do groups make mistakes?

Societal Norms Organizational Culture

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Group Dynamics

Communication

Group Size

Conflict Handling

Group Cohesion Group Cohesion can be a good thing, but it can also backfire on us

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The Abilene Paradox explains why we do things we don’t want to do

Individual agreement regarding nature of situation & ways to cope with situation

Also known as a failure to manage agreement . . .

Failure to communicate desires to others

Sometimes groups are too cohesive and this can lead to GroupThink

The Abilene Paradox

Frustration, anger, irritation, and dissatisfaction

Decision yields counterproductive results

The Challenger Disaster

Symptoms

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Illusion of invulnerability

Belief in inherent morality of group

Collective rationalization

Out-group stereotypes

Self-censorship

Illusion of unanimity

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Self-appointed mind guards

Direct pressure on dissenters

Ways to Overcome Groupthink

Don’t proselytize

Critical thinking

Devil’s advocacy

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Full Participation

Reality-test ideas

Second look meeting Group, know thyself

Learn the Art of

Brainstorming

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Social Loafing

Brainstorming Problems

Self-Limiting Behavior

Conformity

Downward Norm Setting Production Blocking

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Team Diversity

What can we do to ward off these problems?

Organizational memory

Analytical reasoning

Set High Benchmarks Use Trained Facilitators

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Foster Constructive Conflict Dynamic Groups

Foster Constructive Conflict

Devil’s Advocacy Generate potential solution

to improve your team’s creativity & performance

Assign devil’s advocate

Critique potential solution

Gather additional information

Decide to use, change or not use proposed solution

Stepladder Technique

Dialectical Inquiry Generate potential solution

Generate conflicting Counterproposals

Decide to use, change or not use proposed solution

Identify assumptions underlying potential solution

Advocates present & debate arguments

Step 3

Group Member 4 Joins Group - Shares thoughts, ideas, recommendations

Group Members 1, 2, & 3 Share previous thoughts, ideas, recommendations

Discussion is Held and Tentative Group Decision is Made

Step 2

Group Member 3 Joins Group - Shares thoughts, ideas, recommendations

Group Members 1 & 2 Share previous thoughts, ideas, recommendations

Discussion is Held and Tentative Group Decision is Made

Step 1

Group Member 1 Shares thoughts, ideas, recommendations

Group Member 2 Shares thoughts, ideas, recommendations

Discussion is Held and Tentative Group Decision is Made

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Nominal Group Technique Initial Thoughts

Electronic Brainstorming

Round-Robin Session

Idea Structuring

Discussion & Synthesis

Closure

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