11.6 Decision making in groups
Group decision making is only appropriate in the right context and should not be used because it is 'fashionable': bringing people together in an organisation can be costly and may divert people from other important tasks. Table 11.1 provides an overview of the times when individual and group decisions are most appropriate (Churchman 1999).
Table 11.1 Decision making contexts
|
When an individual decision is best |
When a group decision is best |
1 When time is short |
1 When creativity is needed |
2 When the decision is relatively unimportant to the group |
2 When acceptance of a solution by group members is important |
3 When the leader has all the data needed to make the decision |
3 When data for the solution rests within the group |
4 When one or two group members are likely to dominate the discussion |
4 When understanding of a solution by group members is important |
5 When destructive conflict is likely to erupt among group members |
5 When the problem is complex or requires a broad range of knowledge for solution |
6 When people feel they attend too many meetings, don't feel they should be involved, or are pessimistic about the value of group meetings |
6 When the manager wants subordinates to feel part of a democratic process or wants to build their confidence |
7 When the relevant decision-making data are confidential and cannot be shared with all group members |
7 When more risk taking in considering solutions is needed |
8 When group members aren't capable or qualified to decide |
8 When better group members' understanding of each other is desirable |
9 When the leader is dominant or intimidates group members |
9 When the group as a whole is ultimately responsible for the decision |
10 When the decision doesn't affect the group directly |
10 When the leader wants to get feedback on the validity of her or his ideas and opinions |
Activity 11f
- Read through the section on decision making in groups and teams on pages 307-310 of the textbook.
- Complete the following 'Creative Solutions' activities from Schermerhorn (1996). See the end of this chapter for the answers.
- Without lifting your pencil from the page, draw no more than four lines that cross through all of the dots below.
- Turn the following into phrases.
- i. ______ program
- ii. r\e\a\d\i\n\g
- iii. ECNALG
- iv. stand
- Without lifting your pencil from the page, draw no more than four lines that cross through all of the dots below.
- Use the following adaptation of the six thinking hats to brainstorm the topic: Reducing pollution in a capital city.
Use the white hat to think of all the facts you know about pollution in the city and the facts that might support your preferred solutions.
Use the red hat to think of all the emotional components of your preferred solutions.
Use the black hat to think of all the negative components of your preferred solutions.
Use the yellow hat to think of all the positive components of your preferred solutions.
Use the green hat to think of any other solutions.
The blue hat is more relevant to a group rather than individual exercise as it is the hat used to control or orchestrate the process.
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