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In Mixed Company Chapter Eight

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Title: In Mixed Company Chapter Eight


1
In Mixed Company Chapter Eight
  • Effective Decision Making and Problem Solving

2
Multiple Sequence Model Phases of Decision
Making
  • The multiple sequence model pictures groups
    moving along three activity tracks task,
    relational, and topic.

3
Multiple Sequence Model Phases of Decision
Making
  • Groups on the unitary sequence path proceed in
    the same step-by-step fashion toward a decision.
  • The second path is called the complex cyclic,
    these groups engage in repeated cycles of
    focusing on the problem, then the solution and
    back again to the problem.

4
Multiple Sequence Model Phases of Decision
Making
  • Solution oriented, here the group launches into
    discussion of solutions with little focus on an
    analysis of the problem.

5
Functional Perspective Being Systematic
  • Discussion that follow some systematic procedure
    tend to be more productive and result in better
    decisions than relatively unstructured
    discussions.
  • The drawbacks to unstructured group discussion
    include aimless deliberations that are
    time-consuming and inefficient premature focus
    on solutions.
  • These five functions are problem analysis,
    establishment of evaluation criteria, generation
    of alternative solutions, evaluation of positive
    consequences of solutions, and evaluation of
    negative consequences of solutions.

6
Problem Identification Whats the Question
  • The problem should be formulated into an
    open-ended question identifying what type of
    problem the group must consider.
  • Once the problem is phrased as a questions of
    fact, value, or policy, and ambiguous terms
    should be defined.

7
Problem Analysis Causes and Effects
  • The group researches and gathers information on
    the problem defined, tries to determine how
    serious the problem is what harm or effect
    problem produces, and what causes the problem.
  • Although analyzing the problem is important and
    should be undertaken before exploring potential
    solutions, analysis paralysis, or bogging down by
    analyzing the problem too much, can also thwart
    effect decision making.
  • It prevents a group from ever getting on with
    business and making a decision.

8
Solution Criteria Setting Standards
  • Criteria are standards by which decisions and
    solutions to problems can be evaluated.
  • The group should establish criteria for
    evaluating solutions before solutions are
    suggested.
  • Not all criteria, however, however, are created
    equal. The group must consider the relevance and
    appropriateness of each criterion.
  • The criteria should be ranked in order of
    priority.

9
Solution SuggestionsGenerating Alternatives
  • The group brainstorms possible solutions without
    evaluating any suggestions until the best
    alternatives are likely to have emerged.
  • Once a list of ideas has been generated, the
    group should clarify any ambiguous or confusing
    ideas. Ideas that overlap should be consolidated
    into a single idea.

10
Solution Evaluation and Selection Deciding by
Criteria
  • Explore both the merits and demerits of suggested
    solutions.
  • Consider each solution in terms of the criteria
    established earlier.
  • There are three decision-making methods that are
    used to make solution choices majority rule,
    minority rule, or consensous.

11
Solution Implementation Follow-Through
  • A common failing of decision making groups is
    that once they arrive at a decision there is not
    follow-through.
  • Force field analysis is none method for planning
    implementation of a group solution or decision.
  • Using force field analysis groups brainstorm a
    list of driving forces, those that encourage
    change, and restraining forces those that resist
    change.

12
Five ways to reduce resistance to change and
consequent restraining forces impeding solution
implementation
  • People are more likely to accept change when they
    have a had a part in the planning and decision
    making.
  • Changes are more likely to be accepted if they do
    not threaten group members.
  • Changes are more likely to be accepted when the
    need for change affects individuals directly.
  • There will less resistance to change when the
    changes is open to revision and modification.
  • The three factors (degree, rate, and
    desirability) affecting a groups ability to
    adapt to change in a system should be considered.

13
Program Evaluation Review Technique (PERT)
  • Determine what the final step should look like.
  • Specify any events that must occur before the
    final goal is realized.
  • If necessary, construct a diagram of the process
    to trace the progress of implementation.
  • Generate a list of activities, resources, and
    materials that are required between events.
  • Develop a timeline for implementation.
  • Match the total time estimate for implementation
    of the solution with any deadlines.
  • Specify which group members will have which
    responsibilities.

14
Majority Rule
  • Deliberations are significantly shorter and less
    conscientious.
  • Minority factions participate less frequently and
    are less influential, underutilized in the
    groups resources
  • When issues are not very important, when
    decisions must be made relatively quickly, and
    when commitment of all members to the final
    decision is unimportant, majority rule can be
    useful.

15
Minority Rules-Several Types
  • The group designates one of its members as an
    expert to make decisions. Designation by expert
    is mostly ineffective.
  • Designated authority makes the decision for the
    group, either after heating discussion from group
    members or without their consultation.
  • Minority rule can take the form of a forceful
    faction making a decision for the group by
    dominating less forceful members.

16
Unanimity Rule Consensus
  • The unanimity rule governs some groups, juries
    are an example.
  • Consensus is a state of mutual agreement among
    members of a group where all legitimate concerns
    of individuals have been addressed to the
    satisfaction of the group.

17
True Consensus
  • True consensus requires agreement, commitment,
    and satisfaction. All members msut to agree with
    the groups final decision, but consensus does not
    require adoption of every members personal
    preference.
  • If all members can agree on an acceptable
    alternative, even if this alternative is not each
    members first choice, then you have come close
    to achieving a true consensus.

18
True Consensus
  • Groups that use a consensus approach tend to
    produce better decisions than groups using other
    decision rules because full discussion of issues
    is required, every group member must be convinced
    that the decision is a good one, and minority
    members are heard.
  • Achieving unanimous agreement from group members
    is very difficult, especially when the issues are
    emotionally charged and time for decision making
    is limited.
  • Consensus is increasingly unlikely as groups
    grow larger.

19
Guidelines to Achieve Consensus
  • Follow the standard agenda.
  • Establish a cooperative climate.
  • Identify the pluses and minuses of potential
    decisions under consideration.
  • Discuss all concerns of group members and attempt
    to resolve every one.
  • Avoid adversarial, win-lose arguments
  • Request a stand aside- when an individual does
    not block the group choice.
  • Avoid conflict-suppressing techniques such as
    coin-flipping.
  • If consensus is impossible despite these
    guidelines seek a supermajority (minimum of 2/3
    agreement)

20
Increasing Constructive Participation Jump
starting low-participators
  • When low-participators offer contributions,
    indicate that their participation is valued by
    actively listening to what that person as to say,
    and thank them for their contribution.
  • Make issues and problems for discussion relevant
    to the interests of low-participators.
  • Give low-participators responsibility with
    certain tasks.
  • Establish a cooperative group climate.
  • Encourage devils advocacy and dialectal inquiry.

21
Complaints Associated with Group Meetings
  • Unclear purpose of the meeting.
  • Participants are unprepared.
  • Key individuals are absent or late.
  • Discussion drifts into irrelevant conversation on
    unrelated topics.
  • Some participants dominate the conversation and
    stifle discussion.
  • Decisions made at meetings are not implemented.

22
The ChairControlling the Meeting
  • Dont call a meeting unless there is not good
    alternative
  • Contact every participant
  • Prepare a clear agenda and distribute to all
    members 3 days in advance
  • Move the agenda forward
  • Designate specific time allotment for every
    discussion item
  • Reserve a few minutes at the end of the meeting
    to see if objectives were met.
  • Distribute the minutes of the meeting as soon as
    possible.

23
Evaluating Information Applying Criteria
  • Is the information reliable?
  • Is the information as up to day as possible?
  • Does the information support the claims made?
  • A single example or stat may or may not
    accurately reflect whats true in this instance.

24
Guidelines for Determining Statistics
  • The sample size (in polls, surveys, and studies)
  • Samples must be randomly selected, not
    self-selected.
  • Sufficiency (when enough is really enough)
  • What type of claim are you making?
  • Extraordinary claims require extraordinary proof.

25
Creative Problem Solving
  • Creativity is more perspiration than inspiration.
  • Creativity is spurred by challenges
  • Creativity flourishes in cooperative, not
    competitive environment.
  • Creativity requires sound ideas
  • Creativity requires many ideas
  • Creativity requires breaking mindsets and
    thinking outside the box.

26
Competent communicators explore possible
solutions to conflicts of interests
  • Conflicting parties should formulate a clear
    statement of issues and goals.
  • Parties in conflict must determine whether a real
    conflict of interests exists
  • The parties in disagreement should stick to their
    goals but remain flexible regarding the means of
    attaining them.
  • If stalemated concede on low-priority issues or
    discard low-priority interests.
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