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8/8/2019 NGT Final Premidtrm
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PRESENTATION ON
PRESENTED BY
SIDDHARTH MISHRA
ROL.NO.: 10DM010
PROGRAM: PGDM-A
8/8/2019 NGT Final Premidtrm
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C ONTENTS
INTRODUCTIONDECISION MAKING PROCESS
GROUP DECISION-ADVT./DISADVT.VARIOUS GROUP DECISION TECH.NOMINAL GROUP DECISION TECH.ADVANTAGE & DISADVANTAGECONCLUSIONREFERENCE
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INTRODU C TION
This technique was originallydeveloped by Delbecq,Van de Venand Gustafson in 1971, and hasbeen applied to adult educationprogram planning by Vedros .A nominal group technique is astructured process originallydeveloped as an organizationalplanning technique
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Decision-Making Process
Define the Problem
Identify C riteria
Gather and Evaluate Data
Decisions: C hoices of actions
from among multiple feasiblealternatives
Define the problem ± Gaps between where we are
today and where we would liketo be tomorrow
Identify the criteria ± What information is needed in
order to evaluate alternatives?Gather and evaluate data ± C ollect information relevant to
the criteria and potentialalternativesAdapted from Exhibit 10-1: The Decision-Making Process
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Decision-Making ProcessDefine the Problem
Identify C riteria
Gather and Evaluate Data
List and Evaluate Alternatives
Select Best Alternative
Implement and Follow Up
List and evaluate alternatives ± Develop a complete list of
possible solutions to theproblem (few constraints)
± Assess each alternative using
each criterion from step 2Select best alternative ± C hoose the one which satisfies
the criteria the bestImplement and follow up ± Monitor the results
Decisions: C hoices of actionsfrom among multiple feasible
alternatives
Adapted from Exhibit 10-1: The Decision-Making Process
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Group decisions:advantages and disadvantages
+ Pooling of resourcesmore information andknowledgegenerates more
alternatives+ Several stakeholders
involvedincreases acceptanceincreases legitimacy
- Time consuming
- Ambiguous responsibility- Problems with group workMinority dominationUnequal participation
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DIFFERENT GROUP DE C ISION MAKING
Diversity-basedInfighting
Risky Shift
Devil¶s Advocacy
DialecticalInquiryDelphi
Technique
Nominal GroupTechnique
Brainstorming
Groupthink
C ommonInformation Bias
GroupDecisionMaking
Adapted from Exhibit 10-3: Group Decision-Making Phenomena²Pitfalls and Techniques
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Nominal group technique (1/4)
Organised group meetings for problemidentification, problem solving, programplanning
Used to eliminate the problemsencountered in small group meetings
Balances interests
Increases participation2-3 hours sessions
6-12 members
Larger groups divided in subgroups
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Nominal group technique (2/4)
Step 1: Silent generation of ideasThe leader presents questions to the groupIndividual responses in written format (5 min)
Group work not allowedStep 2: Recorded round-robin listing of ideas
Each member presents an idea in turnAll ideas are listed on a flip chart
Step 3: Brief discussion of ideas on the chartClarifies the ideas common understanding of theproblemMax 40 min
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Nominal group technique (3/4)Step 4: Preliminary vote on priorities
Each member ranks 5 to 7 most important ideas from theflip chart and records them on separate cardsThe leader counts the votes on the cards and writes themon the chart
Step 5: Break
Step 6: Discussion of the vote
Examination of inconsistent voting patterns
Step 7: Final voteMore sophisticated voting procedures may be used here
Step 8: Listing and agreement on the prioritiseditems
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ADVANTAGE-DISADVANTAGE
Best for small group meetings:Fact findingIdea generationSearch of problem or solution
Not suitable for :Routine businessBargaining
Problems with predetermined outcomesSettings where consensus is required
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C OC LUSION
Modification of NGT, undertaken by Bartunekand Murnighan , helps to deal with ill-structuredproblems.Normal ideas are generated and listed, followedby the facilitator questioning if the ideas arerelevant to the same problem. If not, the problemis said to be ill-structured, and the ideasgenerated are clustered into coherent groups.These clusters of ill-structured ideas are thentreated as problems in their own right, and the
NGT procedure is applied to them.Regular breaks are taken by the participants toensure that the group feels they are still workingon the original problem
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REFEREN C E
Helsinki University of TechnologySystems Analysis Laboratory
( http://www.eLearning.sal.hut.fi )http://www.wikipedia.com
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