Group Problem Solving & Group Problem Solving & Decision MakingDecision Making

Group Decision Making

Two effectiveness dimensions:– Attaining organizational and/or group goals– Satisfying needs of group members

Decision-making groups are only one of many types of groups

Spectrum of roles for decision-making groups

Spectrum of RolesSpectrum of Roles

Boss decides & announcesBoss decides & announces

Boss “sells” decisionBoss “sells” decision

Boss presents ideas & invites questionsBoss presents ideas & invites questions

Boss presents tentative decision, subject to change, Boss presents tentative decision, subject to change, & invites comments& invites comments

Boss presents problem, gets inputs, makes decisionBoss presents problem, gets inputs, makes decision

Boss defines limits, asks group to join in making Boss defines limits, asks group to join in making decisiondecision

Boss allows subordinates to make decision within Boss allows subordinates to make decision within limitslimits

Group Decision ApproachesGroup Decision Approaches

Leader-Centered Democratic Consensus

Fastest decisions-------------------------Slowest decisions

Lowest decision quality--------------------Highest quality

Lowest member commitment------Highest commitment

Group Decision MakingGroup Decision Making

AdvantagesAdvantages::– Greater pool of Greater pool of

knowledgeknowledge– Different perspectivesDifferent perspectives– Greater Greater

comprehensioncomprehension– Increased acceptanceIncreased acceptance– Training groundTraining ground

DisadvantagesDisadvantages::– Social pressureSocial pressure– Domination by a vocal Domination by a vocal

fewfew– LogrollingLogrolling– Goal displacementGoal displacement– ““Groupthink”Groupthink”

Groupthink

Illusion of invulnerability

Dismiss opposing ideas

Moralize

Stereotype the opposition

Pressure members to conform

Self-censor deviations

Share illusion of unanimity, without testing

Self-appointed mind-guards

Group EffectivenessGroup Effectiveness

CommitmentCommitment via involvement via involvement

ConflictConflict & how it’s handled & how it’s handled

CreativityCreativity

ConsensusConsensus—producing willingness to —producing willingness to

support the group decisionsupport the group decision

Effective GroupsEffective Groups

Participative leadership, sharing of Participative leadership, sharing of responsibilityresponsibility

Flexible, effective patterns of communicationFlexible, effective patterns of communication

Surface and deal with important issuesSurface and deal with important issues

Collaborative rather than competitiveCollaborative rather than competitive

No hidden agendasNo hidden agendas

TrustTrust

Group ProblemGroup Problem

SuppliesSupplies

AssignmentAssignment

Identify as many ways as you can think of in 5 minutes to get the ball out of the pipe without damaging the ball, the tube, or the floor.

Watergate AffairWatergate Affair1. Critique the decision to break into the Democratic Party

headquarters.

2. Critique the Nixon administration decisions to cover-up and deny any involvement during the period before McCord wrote to Judge Sirica charging a massive cover-up.

3. Critique the subsequent attempts to cover-up and stonewall. What are some alternatives that might have been more successful?

4. What indications of “groupthink” can you find or infer?

5. Critique President Ford’s decision to pardon Nixon.

Bay of Pigs DebacleBay of Pigs Debacle

1. Why did the advisory group fail so miserably?

2. Identify indications of Groupthink in the assumptions.

3. What were some alternative ways to reduce Castro’s power, the growth of communism in Cuba, and possible extension of communism to other countries in the region?

Cuban Missile CrisisCuban Missile Crisis

1. Critique the group decision process:

a. What was effective and why, in your opinion?

b. What flaws, if any, do you see?

2. How could essentially the same group that had performed so abysmally 18 months earlier successfully resolve one of the most difficult crises in American history?

Next TimeNext Time

Read & prepare to discuss Cuban Crises Read & prepare to discuss Cuban Crises (B), link to be posted tonight on New & (B), link to be posted tonight on New & Misc NotesMisc Notes

Earthquake exercise (no preparation Earthquake exercise (no preparation needed)needed)

Group Decision MakingGroup Decision Making(cont.)(cont.)

Bay of Pigs (B)Bay of Pigs (B)

Discuss items in the analysis with which Discuss items in the analysis with which you agreeyou agree

What would you modify or add to the What would you modify or add to the analysis?analysis?

Cuban Missile Crisis (B)Cuban Missile Crisis (B)

Critique the analysisCritique the analysis

What were major differences in the group What were major differences in the group process that made this one more effective process that made this one more effective than the Bay of Pigs disaster?than the Bay of Pigs disaster?

Some Consensus Guidelines

Goal is for group to make a high quality decision

Prepare

Balance advocacy and inquiry

Avoid majority voting, horse-trading, compromising, etc.

Manage differences productively

Varying Degrees of Consensus

Can you live with this?

Is this OK with you?

Can you support this?

Does this please you (even excite you)?

Earthquake ExerciseEarthquake Exercise

Follow handout:Follow handout:

– Things most important to do during & immediately Things most important to do during & immediately after a major earthquakeafter a major earthquake

– First, individuallyFirst, individually

– Then, consensus in groupsThen, consensus in groups

Process the way your group workedProcess the way your group worked

– What was helpfulWhat was helpful

– What could be improved next timeWhat could be improved next time

NexNext Weekt Week

Monday:Monday:– Web ethics pieceWeb ethics piece– Insufficiency of Honesty articleInsufficiency of Honesty article– Case 9 (Tragic Choice)Case 9 (Tragic Choice)

Wed:Wed:– Case 10 (Assembly Line Held Hostage)Case 10 (Assembly Line Held Hostage)– Ivan dilemmasIvan dilemmas