GROUP DECISION MAKING, GARBAGE CAN MODEL

GROUP DECISION MAKING

1. Group Decision Making KENNEDY V. RODRIGUEZ REYNALDO L. DE ASIS

2. Need for group decisions To pool diverse expertise in order to coordinate the actions of all for a common goal Decisions made by groups are superior to the decisions made by individuals Groups outperfom individuals

3. Decision- Making Process Define the Problem Identify Criteria Gather and Evaluate Data Decisions: Choices of actions from among multiple feasible alternatives Define the problem Gaps between where we are today and where we would like to be tomorrow Identify the criteria What information is needed in order to evaluate alternatives? Gather and evaluate data Collect information relevant to the criteria and potential alternatives

4. Decision- Making Process Define the Problem Identify Criteria Gather and Evaluate Data List and Evaluate Alternatives Select Best Alternative Implement and Follow Up Decisions: Choices of actions from among multiple feasible alternatives List and evaluate alternatives Develop an complete list of possible solutions to the problem (few constraints) Assess each alternative using each criterion from step 2 Select best alternative Choose the one which satisfies the criteria the best Implement and follow up Monitor the results

5. Optimal versus Satisfactory Decisions Optimal decision The maximizing decision, yielding the absolute best result Satisficing decision Satisfactory rather than optimal decision Lack capability to collect and process all of the information relevant for a particular decision Will never know if all possible alternatives have been identified Lack of time and other necessary resources for completing all of the decision activities Thus, a tendency to choose the first satisfactory alternative discovered

6. Decision- Making Styles Individual’s predispositions can affect decision process at two critical stages Gathering (Perceiving) of information Sensing style Intuition style Evaluating (Judging) of alternatives Thinking style Feeling style

7. Decision- Making Styles Define the Problem Identify Criteria Gather and Evaluate Data Develop and Evaluate List of Alternatives Choose Best Alternative Implement and Follow Up Perceptual Influences Using abstractions and describing the “big picture” Intuition Using subjective values with emotional and personal factors Feeling Using the five senses to identify factual details Sensing Using objective analysis and rational procedures Thinking Perceptual Influences Feedback

8. Degree of Acceptable Risk Risk exists when the outcome of a chosen course of action is not certain Risk- taking propensity (Willingness to take chances) Low risk takers May collect and evaluate more information May become paralyzed by trying to obtain and consider too much information High risk takers May may decisions based on too little information May jump to decisions too quickly

9. Why do groups make bad decision? Information sharing biases Risky shift phenomenon Social loafing Conformity

10. Team Building

11. Types of Team Recommender Teams : those that recommend things – task forces or project groups Doer Teams : those that make or do things – manufacturing, operations, or marketing groups Managing Teams : those that run things – groups that oversee some significant functional activity

12. Types of Team Recommender Teams are often part-time ; great for reviewing work but can lack a “team engine” for getting detailed work done Managing Teams are often staffed with senior executives who have serious time management challenges and are unlikely to engage with traditional team communication Doer teams are great for doing things but their networks may be limited to their own functional areas which can blind them to some innovation and cross- functional opportunities

13. Types of Team Task Force - a temporary team assembled to investigate a specific issue or problem Problem Solving Team - a temporary team assembled to solve a specific problem Product Design Team - a temporary team assembled to design a new product or service Committee - a temporary or permanent group of people assembled to act upon some matter

14. Types of Team Work Group - a permanent group of workers who receive direction from a designated leader Work Team (Self- Directed Work Team) - an ongoing group of workers who share a common mission who collectively manage their own affairs within predetermined boundaries Quality Circle - a group of workers from the same functional area who meet regularly to uncover and solve work- related problems and seek work improvement opportunities

15. Stages of Team Development

16. STORMING FORMING PERFORMING NORMING Team Development Stages

17. Forming Stage Becoming Acquainted and Organized

18. Forming Stage Feelings of . . . Excitement Suspicion Fear Anticipation Optimism Anxiety

19. Storming Stage Clarifying project needs and goals

20. Storming Stage Feelings of . . . Resistance to the task Uncertainty about the team’s success Impatience Hostility Discomfort

21. Norming Stage Determining solution methods

22. Norming Stage Feelings of . . . Safety and security Acceptance Relief Renewed Energy

23. Performing Stage Implementing the project

24. Performing Stage Feelings of . . . Satisfaction Pride Excitement

25. Adjourning Feelings of . . . Satisfaction Completion Excitement Sadness

26. Team Development Stages

27. Gathering Ideas Brainstorming The Nominal Group Technique The Affinity Diagram The Delphi Method Electronic Meetings

28. Brainstorming Topic Take turns sharing ideas Record each idea No comments/criticisms Keep the tempo moving One idea per turn Members may pass Keep going until ideas are exhausted

29. Mangers Should Follow This Advice for Successful Brainstorming List all ideas. Do not Evaluate any ideas during the initial stages. Encourage creativity. Offer ideas related to those already listed. Ask each participant to offer a specific number (e.g. five to ten) of new ideas. Set a time for brainstorming .

30. Nominal Group Technique A generic name for face-to-face group techniques in which instructions are given to group members not to interact with each other except at specific steps in the process. Silent idea generations, Round-robin sharing of ideas, Feedback to the group, Explanatory group discussion, Individual re-assessment, and Mathematical aggregation of revised judgements.

31. Affinity Diagram A group decision-making technique designed to sort a large number of ideas, process variables, concepts, and opinions into naturally related groups Purpose: To sort a list of ideas into groups. Guidelines:  Insure ideas are described with phrases or sentences.  Minimize the discussion while sorting discuss while developing the header cards.  Aim for 5-10 groups.  If one group is much larger than others, consider splitting it.

32. How to Conduct an Affinity Sort: Clarify the list of ideas. Record them on small cards. Randomly lay out cards on table, flipchart, wall, etc. Sort the cards into "similar" groups in silence -- based on your gut reaction. If you don't like the placement of a particular card -- move it. Continue until consensus is reached. Create header cards consisting of a concise 3-5 word phrase description, the unifying concept for the group. Place header card at top of group. Discuss the groupings and try to understand how the groups relate to each other.

33. Delphi Technique Problem stated Questionnaires Anonymous & Independent Compile results Distribute copies of results New round begins Does not require physical presence Time consuming

34. Electronic Meetings Horseshoe-shaped table Up to 50 participants Issues are presented Responses typed Projection screen display Anonymity, honesty, & speed 55% faster than traditional Lacks credit Fastest typist gets there first No face-to-face interchange

35. Team Effectiveness

36. Team Effectiveness Model Goals Roles Procedures Relationships Leadership

37. Effectiveness in Teams Team members . . . Share the same goal. The team works together to accomplish a common aim Believe they are more productive working together than by themselves Each feel that he or she has an important contribution to make to the team Are supportive of one another Have a good “coach” or leader who provides direction and guidance

38. Effective Individual Productivity Team Personal Follow up Self Discipline Personal Conduct Atmosphere Synergy Team Productivity Coordination Momentum Critical Events Innovation Measurement

39. Punctuated Equilibrium Model Explains temporary group with deadlines. These temporary groups go through transitions between inertia and activity

40. Punctuated Equilibrium Model

41. Sequence of Actions Setting group direction First phase of inertia Half- way point transition Major changes Second phase of inertia Accelerated activities

42. Requirements Common purpose or goals or objectives Awareness of membership and commitment Common operating norms A need for each other/interdependence Accountability to a higher level

43. Components of an effective team Positive corporate culture Give recognition Outstanding performance Continued performance Improved performance Positive feedback Provide new opportunities

44. Team Creativity

45. Team Creativity Creativity skills contribute to teams working smarter and exceeding their previous levels of performance

46. Team Creativity Brainstorming Nominal group technique Structured team interaction Scenario Planning “Surprise free” scenario Continuation of the present Worst possible events “One plus two” formula Working backwards

47. Characteristics of Team Creativity Preparation Challenging individuals Maximizing participation Structured presentation Supportive climate

48. Technique for Team Creativity Brainstorming Reverse brainstorming

49. THANK YOU!! KENNEDY V. RODRIGUEZ REYNALDO L. DE ASIS