dr. hab. Jerzy SupernatInstitute of Administrative Studies

University of Wrocław

Group decision making

Group decision making

dr. hab. Jerzy Supernat

In the theory of group decision making there are at least three ways to view a group: a group is a collective entity independent of the

proper-ties of its members a group is a set of individuals, and group

properties are functions of the properties of individual members

A group is a collective entity composed of a set of individuals, and group behavior should be understood in terms of group properties and member properties

Group decision making

E. Frank Harrison:The third view is by far the most comprehensive: by adopting this view we are saying that it is necessary but not sufficient to define a group’s properties in terms of its members’ properties. we must also realize that groups do have minds of their own in the obvious sense that we can study the group’s purposeful behavior independently of the characteristics of its members

The notion of a group mind has been extended by Daniel M. Wegner through the concept of transactive memory system.

dr. hab. Jerzy Supernat

Group decision making

Daniel M. Wegner:The transactive memory system in a group involves the operation of the memory systems of the individuals and the processes of communication that occur within the group. Transactive memory is therefore not traceable to any of the individuals alone, nor can it be found somewhere „between” individuals. Rather, it is a property of a group. This unique quality of transactive memory brings with it the realization that we are speaking of a constructed system, a mode of group operation that is built up over time by its individual constituents. Once in place, then, the transactive memory system can have an impact on what the group as a whole can remember, and as a result, on what individuals in the group remember and regard as correct even outside the group. In short, transactive memory derives from individuals to form a group information-processing system that eventually may return to have a profound influence upon its individual participants.

dr. hab. Jerzy Supernat

Group decision making

More on the transactive memory system:

dr. hab. Jerzy Supernat

Daniel M. Wegner

Grupowe podejmowanie decyzji

Knowledge is of two kinds: we know a subject ourselves, or we know where we can find in-formation upon it.

Samuel Johnson (1709-1784)

Group decision making

The assets of group decision making

greater sum total of knowledge or information

greater number of approaches to a problem

participation in decision making increases general acceptance of the final choice

better comprehension of the decision

dr. hab. Jerzy Supernat

Group decision making

The liabilities of group decision making

social pressure (groupthink) acceptance of the first

solution individual domination winning the decision* time group polarization* The appearance of several alternatives often causes the members to support a particular position. These preferences often take precedence over finding the best solution and the result is a compromise decision of lower quality.

Group decision making

dr hab. Jerzy Supernat

Strategies for group decision making

routine decision making

creative decision making

negotiated decision making

Source: E.F. Harrison

ROUTINEDECISIONMAKING

CREATIVEDECISIONMAKING

NEGOTIATEDDECISIONMAKING

Group structureSpecialists

with a coordinator(leader).

Heterogeneous, competent personnel; leader who

facilitates creative processes.

Proportional representation of constituencies.

Group roles Independent effort; specialist expertise.

All ideas are brought before the group

for discussion.

Individual sees self as a representative

of a faction.

Group processSpecified objectives; interactions among coordinators and

specialists.

Problem-solving process with full participation,

spontaneous communication, and

considered judgment.

Orderly communication; formalized procedures;

voting procedures.

Group styleHigh stress occasioned by quality and quantity

commitments and time constraints.

Relaxed, nonstressful environment; ego-supportive;

absence of sanctions.

Frankness and candor; acceptance of due

process; avoiding of emotional hostility.

Group normsProfessionalism.

Openness in communication; consensus;

supportive of originality; nonauthoritarian.

Desire to reach agreement; constructive view of conflict

freedom to disagree; acceptance of compromise.

Group decision making

dr hab. Jerzy Supernat

Types ofdecision-making groups:

interacting group nominal group Delphi group

Group decision making

Interacting group Typically interacting group meeting begins with

a sta-tement of the problem by the group leader.

This is followed by an unstructured group discussion to generate information and pool judgments among the participants.

The meeting usually concludes with a majority vote on priorities, or a consensual decision.

dr. hab. Jerzy Supernat

Group decision making

Nominal group Nominal group technique was developed by Andre L. Delbecg and Andrew H. Van de Ven in 1968. The structured format of this technique proceeds this way:

individual members first silently and independently write down their ideas on a problem or task

this is followed by a recorded round-robin in which every group mem-ber presents an idea to the group without discussion, and the ideas are summarized in short phrases and written on a blackboard or sheet of paper on the wall

after all individuals have presented their ideas, there is a discussion to clarify and evaluate the recorded ideas

the meeting concludes with a silent, independent vote on priorities by individuals through rank ordering or rating; the group decision is a pooled outcome of individual votes

dr. hab. Jerzy Supernat

Andrew H. Van de

Ven

Group decision making

Delphi group

Unlike either the interacting group or the nominal group decision-making processes, participants in the delphi process are physically dispersed and don’t meet face to face for group decision making.

dr. hab. Jerzy Supernat

Source: E.F. Harrison

INTERACTING GROUP

NOMINAL GROUP DELPHI GROUP

Group decision criteria:- Quality- Acceptance- Originality

Moderate to highModerate to highLow to moderate

Moderate Moderate Moderate

Low or moderateLow to moderateModerate to high

Group situational characteristics:- Availability of expertise- Span of the decision- Conflict within the group

Low to moderateIntermediate to brad

Moderate to high

ModerateIntermediate

Low to moderate

Moderate to highNarrow to intermediate

Low

Group membership- Experts- Representatives- Coworkers

OccasionallyFrequently

Usually

FrequentlyOccasionallyFrequently

UsuallySeldom

Occasionally

Concluding remark

dr hab. Jerzy Supernat

"Sir, What is the secret of your success?" a reporter asked a bank president."Two words"."And, sir, what are they?"" Good decisions.""And how do you make good decisions?""One word.""And sir, what is that?""Experience.""And how do you get Experience?""Two words.""And, sir, what are they?""Bad decisions.”

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