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Group Decision Making: Voting, Consensus, and Creative Thinking - Prof. K. Filbel, Study notes of Communication

Louisiana State University (LSU) - System OfficeCommunication
Prof. K. Filbel

An examination of group decision making and problem solving, focusing on decision-making methods such as voting and consensus, and the importance of balanced participation, structured problem solving, and creative thinking in groups. It covers various decision-making styles, structured problem-solving procedures, and techniques like brainstorming and the nominal group technique.

Typology: Study notes

2014/2015

Uploaded on 08/28/2015

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Chapter 9 Exam 2 October 29, 2014
Structured and Creative Problem Solving in Groups
A. Group Decision Making
a. Decision Making and Problem Solving
i. Decision Making-> involves making a judgment, choosing an option,
and making up your mind about something
1. A judgment: the group chooses an alternate
a. Guilty or not guilty
b. Hire or not hire
c. Spend or save
d. Voting or consensus seeking
2. Asks who, what, where, and when
a. Whom should we invite?
b. What should we discuss?
c. Where should we meet?
d. When should we meet?
ii. Problem Solving-> a more complex process in which groups analyze a
problem and develop a plan of action for solving the problem or
reducing its harmful effects
b. Decision-Making Methods
i. Voting: the easiest and most obvious way to make a group decision
1. Majority Vote: requires more than half the members vote in
favor of a proposal
2. Two-thirds Vote: at least twice as many group members must
vote for a proposal as vote against it.
3. Voting works best when:
a. A group is pressed for time
b. The issue is not highly controversial
c. A group is too large to use an other decision-making
method
d. There is no other way to break a deadlock
e. A group’s constitution or rules require voting on certain
types of decisions
ii. Consensus: decision is one ‘that all members have a part in shaping
and that all find at least minimally acceptable as a means of
accomplishing some mutual goal’
1. Guidelines:
a. Listen carefully to other members and consider their
information and points of view
i. Strategies:
1. Try to be logical rather than emotional
2. Be open to the opinions of others rather
than stubbornly argue for your own
position
b. Don’t change your mind in order to avoid conflict or
reach a quick decision
i. Strategies:
pf3
pf4
pf5
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Structured and Creative Problem Solving in Groups A. Group Decision Making a. Decision Making and Problem Solving i. Decision Making-> involves making a judgment, choosing an option, and making up your mind about something

  1. A judgment: the group chooses an alternate a. Guilty or not guilty b. Hire or not hire c. Spend or save d. Voting or consensus seeking
  2. Asks who, what, where, and when a. Whom should we invite? b. What should we discuss? c. Where should we meet? d. When should we meet? ii. Problem Solving-> a more complex process in which groups analyze a problem and develop a plan of action for solving the problem or reducing its harmful effects b. Decision-Making Methods i. Voting: the easiest and most obvious way to make a group decision
  3. Majority Vote: requires more than half the members vote in favor of a proposal
  4. Two-thirds Vote: at least twice as many group members must vote for a proposal as vote against it.
  5. Voting works best when: a. A group is pressed for time b. The issue is not highly controversial c. A group is too large to use an other decision-making method d. There is no other way to break a deadlock e. A group’s constitution or rules require voting on certain types of decisions ii. Consensus: decision is one ‘that all members have a part in shaping and that all find at least minimally acceptable as a means of accomplishing some mutual goal’
  6. Guidelines: a. Listen carefully to other members and consider their information and points of view i. Strategies:
  7. Try to be logical rather than emotional
  8. Be open to the opinions of others rather than stubbornly argue for your own position b. Don’t change your mind in order to avoid conflict or reach a quick decision i. Strategies:
  1. Hold out rather than giving in, especially if you have a crucial piece of information or new argument to share
  2. Remind members that they don’t have to agree to a decision or solution they can’t possibly support c. Avoid “easy” ways of reaching a decision i. Strategies:
  3. Avoid techniques such as flipping a coin, letting the majority rule, or trading one decision for another d. If the group is deadlocked, work hard to find the next best alternative that is acceptable to everyone i. Strategies:
  4. Maker sure that members not only agree but also will be committed to the final decision e. Get everyone involved in the discussion i. Strategies:
  5. Engage even the quietest member, who may have key information or suggestions that can help the group make a better decision f. Welcome differences of opinion i. Strategies:
  6. Remind the group that disagreement is natural and can expose the group to a wide range of information and opinions iii. Authority Rule
  7. Def.: in which a single person or an executive group within or outside the group makes the final decision c. Decision-Making Questions i. Question of Fact
  8. Def.: asks whether something is true or false, whether an even did or did not happen, or whether something caused this or that ii. Questions of Conjecture
  9. Def.: asks whether something will or will not happen iii. Questions of Value
  10. Def.: asks whether something is worthwhile: is it good or bad; right or wrong; moral or immoral; best, average, or worst? iv. Questions of Policy
  11. Def.: asks whether a specific course of action should be implemented to address a problem v. Use all Four Types of Questions d. Decision-Making Styles

b. What additional information or expert opinions do we need? c. How serious is the problem? d. What are the causes of the problem? e. What prevents us from soling the problem?

  1. To answer these questions, it requires investigations of facts, conclusions about causes and effects, and value judgments about the seriousness of the problem. iv. Solution Criteria
  2. Should reflect a realistic understanding of solution limitations, which may include financial, political, and legal restrictions
  3. Some general criteria to consider: a. Will the solution work – is it reasonable and realistic? b. Do we have the resources (money, equipment, personnel) to implement the solution? c. Do we have enough time to implement the solution? d. Does the solution reflect and protect our values? v. Solution Suggestions
  4. At this point in a groups’ deliberation; the group should concentrate on suggesting many solutions as possible
  5. Having spent time understanding the task, identifying the problem, analyzing its consequences and causes, and establishing solution criteria, members should be able to offer numerous solutions.
  6. Depending on the creativity and resourcefulness of the group, this list could double or triple vi. Solution Evaluation and Selection
  7. This stage may be the most difficult and controversial: group members discuss the pros and cons of each suggestion in light of their agreed-upon solution criteria.
  8. If group members have been conscientious in analyzing the problem and establishing criteria for solutions, however, they will reject some solutions quickly, while others will swiftly rise to the top of the list vii. Solution Implementation
  9. One more challenge: a. How should we implement our solution? b. Is our group responsible for implementation or do we delegate implementation to someone else?
  10. It may take more time to organize and implement the solution. c. The Single Question Format
  11. Seemingly simple problem-solving procedure that approximates the way successful problem solvers and decision makers naturally thinks. ii. Identify the Problem
  1. Single Question: which is all that the group needs to know in order to accomplish its agreed-upon goal?
  2. Although reaching agreement on the single question may take many hours, the investment is essential. iii. Create a Collaborative Setting
  3. {Usually absent} from most other problem-solving procedures
  4. “We will” statements: a. We will listen to all points of view b. We will ask for facts as well as opinions c. We will be tough on issues but not on one another d. We will put aside personal agendas
  5. Ask questions to identify assumptions and biases that may influence the discussion: a. Do we really understand the problem, or do we need to take a fresh look at the situation? b. Are we ignoring some approaches because of personal or political biases? iv. Analyze the Issues
  6. Requires a group to identify and analyze relevant subquestions such as: a. What issues should we address in order to answer our single question? b. Do we have accurate and relevant facts about each issue? c. Given what we know, what is the best or most reasonable response to each issue?
  7. Analyzing issues differs by focusing on critical thinking rather describing v. Identify Possible Solutions
  8. Asks a group to suggest two or three reasonable solutions to the overall single question and to discuss the advantages and disadvantages of each solution, much like similar steps in the Standard Agenda. vi. Answer the Single Question
  9. This is where the group selects, “the best solution to the problem based on a clear, shared understanding of all the relevant issues. This clarity, in turn, allows a group to proceed with sufficient confidence to their final decision and commit to it.” C. Create Problem Solving -Def.: had 2 components: (1) the nonjudgmental process of seeking, separating, and connecting unrelated ideas and elements, and (2) combining these elements into new ideas i. Investigation
  10. Group members gather information and attempt to understand the nature and cause(s) of a problem

ii. Phase 1: Idea Generation

  1. Each member writes his or her ideas on a piece of paper
  2. At the end of 5-10 minutes, a structured sharing of ideas takes place. Each member, in turn, presents one idea from his or her private list
  3. A recorder writes the ideas on a flip chart (or posts ideas using computer projections) in full view of other members. There is no discussion at this point – only the recording of members’ ideas
  4. Round-robin listing continues until all members have no further ideas to share iii. Phase 2: Idea Evaluation and Voting
  5. Members discuss each idea before independent voting
  6. Members may clarify or state their support or nonsupport for each listed item
  7. Members vote by ranking or rating ideas privately, in writing
  8. The group decision is the mathematically pooled outcome of the individual votes d. Decreasing Options Technique (DOT)
  9. Def.: a decision-making tool that helps groups reduce and refine a large number of suggestions into a manageable number of ideas ii. Generate Individual ideas
  10. Group members generate ideas or suggestions and submit ideas before the group meets or at the beginning of meeting iii. Post Ideas for All to See
  11. Each idea should be written on a separate sheet of paper in large, easy-to-read letters – only one idea per page iv. Sort Ideas
  12. Sort the ideas and post similar ideas close to one another v. Prioritize Ideas
  13. Two factors that support the claim are directly applicable to the reason of the DOT Method succeeds: a. Participation and engagement explode when group members’ contributions are posted for all to see b. Groups get smarter when they can see the big picture that allows fro comparisons and pattern finding e. Enhancing Group Creativity i. 4 Stages for Enhancing Group Creativity:
  14. Control Judgment a. It’s hard to think of anything that inhibits group creativity more than negative responses to new ideas. Creative work is exploratory in nature, it deserves suspension of belief in the early stages
  15. Encourage Innovation a. Four Sources of Action

i. Inertia: We’ve done it before ii. Instruction: Someone showed us how to do it iii. Imitation: We’ve seen how it’s done iv. Innovation: We’ve developed a new way to do it

  1. Ask What-If Questions a. Group members are often reluctant to think creatively because they have preconceived notions about what to do. b. Asking what-if questions can set aside these constraints.
  2. Use Metaphors a. Metaphors can help group members explain, understand, guide, and direct their creative thinking in ways they would not have thought of otherwise. D. Problem-Solving Realities a. Politics i. Many group members come to meetings with hidden agendas and political interests ii. In some groups, meetings are political arenas in which individuals and special interest groups are only dedicated to meeting their own needs. b. Preexisting Preferences i. Confirmation Bias: psychologists report that we often resist or dismiss information that doesn’t mesh with our preconceived beliefs, and that when we hear or read something that supports our preferences; we view it as valid and persuasive. c. Power i. The power of individual group members can have a significant effect on whether a group achieves its goals. ii. They effect how a whether other members participate as well as whose ideas and suggestions get serious consideration. iii. One powerful but misguided member can be responsible for the poor quality of a group’s decision.