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Group Decision Making | All About Decision Making

Group Decision making

Group Decision Making | All About Decision Making: Group decision-making is a situation when people choose them collectively. Then, the decision cannot depend on or make anyone who is a member of the Group. On the contrary, it is because the result contributes by all individuals and social processes, such as social influence. Group choices often differ from individual decisions. Group choices differ. There are lots of discussions about whether this difference leads to better or worse decisions.

  • Group decisions may involve many data takes.
  • Many ideas explore.
  • A great many areas of experience draws.

And for the team and organization, the consequences of the right or wrong decision can be profound. For obvious reasons, group decisions can vary significantly from individual ones. This potential difference in results makes the decision-making of the Group attractive.

According to the ideas that collective decisions tend to be more effective than individual decisions. Group decisions are also affected by factors that influence the behavior of other social groups. Furthermore, when individuals make decisions within a group, there is a tendency to discuss shared information rather than unshared information.

Group Decision Making | All About Decision Making

Group Decision making

Group Decision Advantages

It has two advantages over individual decision-making: synergy and information sharing. Synergy is the idea that the entire exceeds the sum of its components. Thus, when a group collectively makes decisions, it can judge more closely than its members.

The group members can identify more comprehensive and robust solutions and recommendations through discussion, questioning, and collaboration. Another advantage of group decision-making is the sharing of information between group members.

Group decisions take a more comprehensive range of information into account as each Group member can contribute unique knowledge and expertise. The sharing of information can improve comprehension, clarify problems and help move towards a collective decision.

Group Decision Disadvantages

Responsibility Diffusion

One possible disadvantage of group decision-making can be that it can spread responsibility, leading to a lack of accountability for the results. In a sense, nobody is in charge of a decision if everyone is responsible. In addition, group decisions can facilitate members’ denial of personal responsibility and blame others for wrong choices.

Efficiency Lower

Group decisions can take an additional length of time because the group members must participate, debate and coordinate. The meetings consider trivial, which can matter a great deal to one person but not to another, without good facilitation and structure.

Group Think

Group thinking is one of the most effective inhibitors of group decision-making. It is an emotional phenomenon in a group of people where an irrational or dysfunctional decision-making outcome results in the desire for harmony and conformity.

Through isolating oneself from external influences and actively suppressing dissent in the interests of conflict reduction, group members make a consensus decision without a critical assessment of alternative points of view.

Group Decision Strengths

Groups generate more comprehensive knowledge and information. It more input into the decision-making process by combining the resources of several individuals.

In addition to additional input, the decision-making process can be heterogeneous. As a result, it offers a more comprehensive range of views. Almost every time, a group exceeds even the best person. Groups, therefore, generate better decisions.

Finally, groups lead to more solutions accept. Many decisions fail because people don’t get the answer after the final decision. Group members who took part in decision-making will probably support and encourage others to accept the decision enthusiastically.

Group Decision Weaknesses

Time-consuming group decisions usually take longer than taking the decision alone to reach a solution. In addition, group decisions have group compliance pressures. The Group members’ wish to be accepted and taken for granted can cause any open disagreement overcome.

The overall effectiveness of the Group will suffer if this dominated coalition consists of low and medium capacity members. Lastly, group decisions have ambiguous liabilities. It’s a straightforward thing that who is responsible for the end outcome is an individual decision. The responsibility of any individual member diminishes in a group decision.

Techniques for Group Decisions

Organizational managers often have to decide on a consensus basis. Therefore, you need team members to discuss the discussion and decide on a mutually satisfactory conclusion.

Although group decision-making is a powerful technical approach, it has its time-consuming disadvantages. In addition, members may not be clear about their roles, and if they don’t handle them well, the members might be bitter about them. Its advantages, however, are more significant than any potential inconvenience.

With the participation of all members in the process, it can be readily accepted, and members are more willing and willing to take the decision. Moreover, more ideas with more flow of information could be generated. Below are multiple techniques that help managers organize a meeting for group decision-making purposes.

Group decision-making is based n a few techniques. Techniques of group decision-making are types;

  • Brainstorming
  • Technical Nominal Group.
  • Electronic meeting.
  • Multi-Voting.
  • Method of Delphi.
  • Methods of rational choice.
  • Brainstorming

Brainstorming is a process in which creative problems can be developed. Alex Osborn, a partner in an agency, developed this technique. It is a popular way to support innovative thinking in groups of approximately eight people. Brainstorming means overcoming conformity pressures in the interacting Group that delay creative alternatives.

The guidelines for participants based on four main ones:

  • Generate a maximum number of ideas.
  • Be creative, freewheeling, and inventory.
  • Build on earlier ideas, extend them or combine them.
  • Criticism of the ideas of others is hopeless.

It is a combination of the resolution and discussions of group problems. Hence, it believes that the more ideas, the more likely the issue resolve, which is acceptable to everyone and begins with the Group that generates ideas analyzed, with points of action based on debates.

Brainstorming works with focusing on a problem and then deliberately finding the most excellent possible solutions and putting ideas into practice.

One of the reasons why the brainstormers are so effective is that not only in a meeting but also by developing and refining their ideas, the brainstormers are generating new ideas.

Technical Nominal Group

Another method is the nominal group technique (NGT), which involves identifying, generating solutions, and decision-making problems.

During the decision-making process, the nominal group technique restricts discussion or interpersonal communication, thus nominally. As in a formal committee meeting, group members will all be physically present, but they will work independently. In particular, a problem presents, and the next steps take:

Members meet in groups, but each member autonomously writes their thoughts on the issue before any discussion occurs. Every member presents the Group with an idea after this silent period. Then, each member takes their turn and offers a single picture until all opinions present. The Group is now debating and evaluating the ideas for clarity.

Every member of the Group orders ideas silently and autonomously. The top-ranking idea determines the final decision.

The main benefit of the nominal group technique is to allow the Group to meet formally but to do so, as does the interacting Group, does not restrict independent thinking. A method that makes the nominal group technique different from other methods is the resulting conclusion.

The first step in the technique allows everyone to express their opinion on the solution. It can also elaborate a little on choice in a short accompanying explanation.

The pool removes duplicate solutions, leaving only original keys behind. The remaining answers are then classified numerically according to the individuals. Thus, the most accurate results will be achieved with all these preferences.

Electronic Conference

The latest Group decision-making approach combines nominal group technology with advanced computer technology. It’s called an electronic meeting or a computer-assisted group. It is a computer-interactive meeting where members can make comments anonymous and aggregate votes.

The concept is straightforward once the technology has been in place. Things are. They present, and their responses enter into their computer screen. On the projection screen, individual comments and aggregated votes display.

Mystery, honesty, and speed are the main advantages of electronic meetings.

Any message that participants want can be entered anonymously and flashes into the screen to be displayed by a participant’s board key. It can also brutally honest people without punishment. And quickly, because the chitchat eliminates, there are no discussions, and many people can “speak” at once without going into other people’s toes.

This technology will undoubtedly be used extensively for the future of group meetings.

Time-consuming team decision-making is an exercise. Before organizing the entire team’s participation, the team leader must make sure they have sufficient time and resources to make the decision and choose a technique most relevant to the particular situation, taking into account the profile of team members.


It begins with several voting rounds when an individual votes for the options selected. Then, every person can vote one by one.

It goes to the following round options to favor the maximum number of votes.

It repeats until we have a clear winning option.

Method of Delphi

The facilitator enables team members to brainstorm their thoughts individually and submit ideas “anonymously” in this decision method. As a result, the other members of the team do not know the ideas’ owner.

The facilitator then collects and circulates all inputs for their modification or improvement, among others. This process goes on until a final decision reaches its zenith.

Rand Corporation originally developed the Delphi technique to collect expert opinions to establish forecasted results systematically.

It designs for an unfamiliar group. The Delphi method is a structured method of communication, initially developed as a systematic, interactive forecasting method that relies on an expert panel. The manager then creates a questionnaire to complete after the participant’s recruits.

The survey is relatively simple with simple questions, trends in the area, new technological developments, and other factors that interest the manager. Finally, the managers summaries the answers and report with another questionnaire to the experts.

This cycle repeats as often as necessary for managers to generate information. It is useful when specialists disperse, anonymous or because of extreme differences of opinions, or when participants experience difficulties communicating.

In the decision-making groups, this process also avoids intimidation problems.

On the other hand, the technique eliminates the often fruitful results of direct interaction between group members.”

Methods for Dialectical Decision

Too quickly converge on one alternative while overlooking others, certain face-to-face groups take decisions. Their unfinished assessment of options may reflect either a lack of willingness or an unwillingness of the participants to raise and confront difficult questions.

The dialectic decision (DDM) method, based on Plato’s and Aristotle’s roots, offers a way to overcome these problems. The dialectic process begins with an explicit declaration of a solution to the problem. Then there will be two or more competing proposals. A critical step is to identify the explicit or implied assumptions underlying each proposal.

The Group then becomes subgroups that examine the relative merits of their stances and argue for them. Based on the competing presentations, then the whole Group makes a decision. This decision could involve adopting one alternative, forming a compromise of several ideas, or creating a new proposal.

DDM merits an understanding of the proposals, their underlying premises, and the participants’ advantages and disadvantages. Members will also be more confident about their choice.

The disadvantages include the propensity to compromise to prevent choices from being made on the parties and concentrate more than the best decision on the better debate. The dialectical method, however, offers promise for future decision-making groups.

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