© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Problem Solving & Decision Making II: Deciding & Implementing © 2007 The McGraw-Hill Companies, Inc. All rights reserved. C H A P T E R 1 1 Twelfth Edition Theory and Practice EFFECTIVE GROUP DISCUSSION

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Chapter Content  Step 4 of P-MOPS: Consensus Decision Making  Step 5 of P-MOPS: Implementing the Solution Chosen  Tailoring P-MOPS for a Specific Problem  Technology & Improving Group Problem Solving & Decision Making

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 4 of P-MOPS: Consensus Decision Making  4A: Decide what decision-making method to use  By leader  By the leader in consultation with members  By majority vote  By consensus Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Advantages & Disadvantages of Decision-Making Methods  By leader  Advantages  High-quality decision if leader is expert  Fast  Group avoids anxiety of decision making  Disadvantages  Lacks others input  Members may not support decision  May cause resentment & reduced cohesiveness So when might the group use this method? Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Advantages & Disadvantages of Decision-Making Methods  By leader, with consultation  Advantages  High-quality decisions  Fast  Useful if group cannot come to consensus  Members appreciate opportunity to participate  Disadvantages  “Losing” side may not support decision  May encourage ducking development of consensus So when might the group use this method? Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Advantages & Disadvantages of Decision-Making Methods  By majority vote  Advantages  Familiar procedure  Each vote counts equally  Fast  Disadvantages  Decision may be flawed  Minority may resent outcome So when might the group use this method? Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Advantages & Disadvantages of Decision-Making Methods  By consensus  Advantages  All members support decision  Members more satisfied  High-quality decisions  Disadvantages  Takes more time  Members feel pressure to conform  May be hard/impossible to achieve Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Consensus Decision-making So when might the group use this method?

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 4 of P-MOPS: Consensus Decision Making Suggestions for achieving consensus: 1.Do not argue stubbornly; listen actively 2.Avoid win-lose situations 3.Avoid groupthink 4.Avoid conflict-suppressing techniques 5.Seek out differences of opinion from all group members

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 4 of P-MOPS: Consensus Decision Making  4B: Understand phasic progression during decision making  Orientation  Conflict  Decision emergence  Reinforcement

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Phasic Progression Figure 11.2 Decision Making within the Development of a Small Group

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 4 of P-MOPS: Consensus Decision Making  4C: Understand what can go wrong during decision making  Group polarization  Social Comparison Theory  Persuasive Arguments Theory  Groupthink

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Symptoms of Groupthink 1.Group overestimates its power and morality 2.Group becomes close-minded 3.Group members experience pressures to conform

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Preventing Groupthink 1.Each member assumes the role of critical evaluator 2.Form independent subgroups 3.Prevent insulation from outside information 4.Refrain from stating preferences before a discussion 5.Use technology for problem-solving

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 4 of P-MOPS: Consensus Decision Making  4D: Second-guess the tentative choice before fully committing to it  RISK technique 1. Leader describes proposed solution 2. Members brainstorm potential problems 3-4. Post, compile and distribute a list of problems 5-6. Discuss and evaluate risks 7. Possibly reconsider the proposed plan

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 5 of P-MOPS: Implementing the Solution Chosen For purposes of this class, implementation includes:  The class presentation and documentation  The actual or theoretical implementation of your proposed solution

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 5 of P-MOPS: Implementing the Solution Chosen For your solution implementation ask yourselves:  What is our authority or “area of freedom?”  Can we implement ourselves?  Do we have to convince someone in authority?  Can we combine the two in some way?

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Step 5 of P-MOPS: Implementing the Solution Chosen  Program Evaluation and Review Technique (PERT) 1. Describe the final step 2-5. List chronologically all remaining events to prepare for the final goal 6. Calculate the needed time & resources to complete the remaining events 7. Compare time estimates with deadlines 8. Delegate responsibilities

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sample PERT Chart Figure 11.4 Sample PERT Chart for a Student Group Project

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Tailoring P-MOPS for a Specific Problem  Consider the characteristics of the problem:  Task difficulty  Solution multiplicity  Intrinsic interest  Cooperative requirements  Population familiarity  Acceptance requirements  Technical requirements

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Adapting a Problem-Solving Procedure to a Problem Figure 11.5 How Problem Characteristics Suggest Ways to Adapt P-MOPS

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Technology & Improving Group Problem Solving & Decision Making  Computer-mediated communication  Teleconferences  Videoconferences  Audioconferences  Computer conferences How can you make them more effective?

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Technology & Improving Group Problem Solving & Decision Making  Group Support Systems (GSS)  Technology designed to support traditional groups  Advantages  Generate more alternative ideas  Make better decisions  More even member participation Continued

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Technology & Improving Group Problem Solving & Decision Making  Group Support Systems (GSS)  Disadvantages  Difficulty with negotiation and complex cognitive tasks  Takes more time  Consensus is harder to achieve  Member satisfaction is lower

© 2007 The McGraw-Hill Companies, Inc. All rights reserved. Tips for a better project:  Gather as much information as possible.  Include all members in the decision- making project.  Examine all proposed solutions for possible “challenges” or “negatives.”  Allow time for last minute problems, improvements and emergencies.