Intelligence:

Group Decision
Groups can make
Making better decisions

Improved problem Generate more

definition alternative solutions

“Ownership” of decision Workers want a role in

decision making

1
 But groups make Incomplete definition of
mistakes too problem & objectives

Focus on one alternative Fail to reconsider

rejected alternatives

Don’t seek or generate Ineffective at

good information problem solving

2
 Don’t examine risks Fail to develop
contingency plans

Individual failures

Why do groups make

mistakes?

Societal Norms
Organizational
Culture

3
Group Dynamics Communication

Group Size Conflict Handling

Group Cohesion

Group Cohesion can be a

good thing, but it can also
backfire on us

4
 The Abilene Paradox Also known as a failure to
explains why we do things manage agreement . . .
we don’t want to do

Individual
agreement regarding Failure to
nature of situation communicate
& ways to cope with desires to others
situation
Sometimes groups are
The Abilene
too cohesive and this
Paradox can lead to GroupThink
Decision
yields
Frustration, anger,
counter-
irritation, and
productive
dissatisfaction
results

The Challenger Disaster

Symptoms

5
Illusion of invulnerability Belief in inherent
morality of group

Collective rationalization Out-group stereotypes

Self-censorship

Illusion of
unanimity

6
 Self-appointed mind guards

Direct
pressure on
dissenters

Ways to Critical
Overcome thinking
Groupthink

Don’t proselytize Devil’s advocacy

7
 Full Participation Reality-test ideas

Second look meeting

Group,
know
thyself

Learn the Art of Brainstorming

8
 Social Loafing

Brainstorming
Problems

Self-Limiting Behavior

Conformity

Downward Norm Setting

Production
Blocking

9
 Team Diversity

What can we do to
ward off these
problems?

Organizational memory

Analytical
reasoning

Set High Benchmarks

Use Trained
Facilitators

10
 Foster Constructive
Conflict
Dynamic
Groups

Foster Constructive Devil’s Advocacy

Conflict
Generate
potential Assign devil’s
solution advocate

to improve your
team’s creativity & Critique
potential
performance solution
Gather
additional
information

Decide to use,
change or not use
proposed solution

Dialectical Inquiry Stepladder Technique

Generate
potential Identify assumptions Group Member 4 Joins Group Members 1, 2, Discussion is Held and
solution underlying Group - Shares & 3 Share previous Tentative Group
Step 3
potential solution thoughts, ideas, thoughts, ideas, Decision is Made
recommendations recommendations

Generate
conflicting
Counter- Advocates Group Member 3 Joins Group Members 1 & 2 Discussion is Held and
proposals present Group - Shares Share previous Tentative Group
Step 2
& debate thoughts, ideas, thoughts, ideas, Decision is Made
arguments recommendations recommendations

Decide to use, Group Member 1 Group Member 2 Discussion is Held and

change or not use Shares thoughts, Shares thoughts, Tentative Group
proposed solution Step 1 ideas, ideas, Decision is Made
recommendations recommendations

11
Nominal Group Technique Electronic Brainstorming

Initial Thoughts
Round-Robin
Session

Idea Structuring
Discussion &
Synthesis

Closure

12