Ch. 8 Group Discussion:

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Ch. 8 Group Discussion

• Effective Decision Making and Problem Solving

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Chapter Objectives

• Explain procedures for conducting productive
  group discussions
• Explore pros and cons of participation in the
  decision-making problem-solving process
• Identify ways to gather and evaluate information
  necessary for effective decision making and
  problem solving
• Explain several techniques of creative group
  problem solving

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• Competent communicators manifest flexibility
  by exercising both their reasoning skills and
  their creativity when making decisions and
  discovering solutions to problems.

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Multiple Sequence Model of Group Decision Making

• Groups move along three activity trackstask,
  relational, and topic
• Tracks may not proceed along these tracks at the
  same rate or according to the same pattern
• Some groups devote a lot of time to relational
  (social) activities of groups before proceeding
  to task discussion

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Three Paths for Reaching Decisions (Poole)
Unitary Sequence Proceeds in a step-by-step
fashion toward a decision
Complex Cyclic Repeated cycles of focusing on
problem, then the solution, and back to problem
Solution Oriented Focuses on solution with
little focus on analysis of problem
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Functional Perspective

• Effective group decision making requires an
  analysis and understanding of a problem before
  members search for solutions
• Effective decision-making groups normally engage
  in creative exploration of unusual, even deviant,
  ideas during initial discussions
• Variations in the quality of decisions are
  related to ability to perform five functions
  problem analysis, setting evaluation criteria,
  generating alternative solutions, evaluating
  positive consequences of decisions, and
  evaluating negative consequences

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Steps of the Standard Agenda (Dewey)

• Problem identification question of fact, value,
  or policy
• Problem analysis
• Solution criteria
• Solution suggestions
• Solution evaluation and selection
• Solution implementation

8
Factors that Influence Our Resistance to Change
in a Group

• People are more likely to accept change when they
  have had a part in planning and decision making
• Changes are more likely to be accepted if they do
  not threaten security of group members
• Also, when the need for change affects
  individuals directly
• Also, when change is open to revision
• Degree, rate, and desirability of the change

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Program Evaluation Review Technique (PERT)

• Determine what final step should look like
• Specific events that must occur before final goal
  is reached
• Put events in chronological order
• If necessary, construct a diagram of process

• Generate a list of activities, resources, and
  materials required between events
• Develop time line for implementation
• Match time estimate for implementation of
  solution with deadlines
• Decide who is responsible for tasks

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Group Decision Making Rules

• Majority rule quality of group decision is a
  problem
• Minority rule group designates an expert to make
  decision, designated authority from outside the
  group, executive committee, or forceful faction
• Consensus state of mutual agreement among group
  members. Full discussion of issues is required

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Guidelines for Reaching Consensus

• Follow Standard Agenda
• Establish a cooperative group climate
• Identify pluses and minuses
• Discover all concerns of group members attempt
  to resolve them

• Avoid adversarial, win-lose arguments
• Request a stand aside (a group member may have
  reservations but does not wish to block the group
  choice)
• Avoid coin flips/swaps
• If consensus is impossible, seek 2/3 agreement

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Pros of Participation

• Increases members allegiance to the group
  because they feel they are active contributors
• Full resources of the group are utilized
• Increases commitment of group to implement
  decisions because members all had a say in the
  decision
• Participation is not the ultimate remedy for
  bad decision making

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Steps to Promote Constructive Participation from
Group Members

• Encourage contributions from low participators
• Make issues and problems for discussion relevant
  to interests of low participators
• Give responsibility for certain tasks
• Establish a cooperative group climate
• Encourage devils advocacy and dialectical inquiry

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Five Criteria for Evaluating Information

• Credibility
• Currency
• Relevance
• Representativeness (a single example or statistic
  may not accurately reflect what is true)
• Sufficiency (extraordinary claims require
  extraordinary proof)

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Creative Problem Solving

• Creativity is more perspiration than inspiration
• It is spurred by challenges
• It flourishes in cooperative, not competitive,
  environments
• It requires sound ideas, not just imaginative
  ones
• Creativity requires many ideas
• Creativity requires breaking mindsets and
  thinking outside the box

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Guidelines for Brainstorming

• Dont evaluate ideas while brainstorming
• Dont clarify or seek clarification of an idea
• Encourage zany ideas
• Expand on the ideas of other group members
• Record all ideas without reference to who
  contributed the idea
• Encourage participation from all group members

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Nominal Group Technique

• Individuals work by themselves to generate lists
  of ideas on a problem
• They then convene in a group to record ideas
  generated so all can see ideas
• Interaction occurs only to clarify ideas, not to
  discuss merits and demerits
• Individuals then select their five favorite
  ideas, ranking them from most to least favorite
• Rankings are then averaged ideas with highest
  averages are the ones selected by the group

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Framing/Reframing

• Our frame of reference predisposes us to see the
  world in certain ways
• Reframing is the creative process of breaking a
  mindset by placing the problem in a different
  frame of reference
• Open-ended questions can help reframe the problem
  and the search for solutions
• What if.?
• How could this be turned into a win-win?

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Integrative Problem Solving Expanding the
Pie/Bridging

• Expanding options that might provide resources
• Bridgingdesigned to satisfy all parties on
  important issues.
• Requires clear statement of issues and goals
• Must determine whether a real conflict of
  interest exists
• Requires flexibility in how to attain goals
• May require someone to concede on low-priority
  issues

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Summary

• There is no dichotomy between rational and
  creative decision making and problem solving
• Both can be complementary paths to decision
  making
• Problem should be considered before solution
• Standard Agenda is useful for rational decision
  making
• Consensus is effective for leading to rational
  decisions
• Brainstorming, nominal group technique,
  framing/reframing, and integrative problem
  solving can all lead to creative solutions