EFFECTIVE GROUP DISCUSSION Theory and Practice Twelfth Edition

EFFECTIVE GROUP DISCUSSION Theory and Practice Twelfth Edition CHAPTER 10 Problem-Solving & Decision Making I: Defining a Problem & Evaluating Options © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Chapter Content § Problem Solving & Decision Making § Group versus Individual Problem Solving & Decision Making § Factors Affecting Quality of Group Outputs § Need for Structure in Group Problem Solving § Problem-Solving Guidelines § Procedural Model of Problem Solving, Steps One through Three © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Problem Solving & Decision Making § Problem solving § Decision making © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Group versus Individual Problem Solving & Decision Making § Advantages of groups: § Assembly effect § Better decisions § Compensation for others’ weaknesses § Ability to process more information § Different perspectives on a problem § Greater acceptance of a decision § Satisfaction of belonging & affection needs Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Group versus Individual Problem Solving & Decision Making § Disadvantages of groups: § Longer time to make decisions § Pressure to conform from group members § Strained relationships among members © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

So, when is it worth the trouble? § Solution Multiplicity § Population Acceptance § Sufficient Time © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Factors Affecting Quality of Group Outputs § Input factors § Type of task § Conjunctive § Disjunctive § Abilities of members § Integrative complexity § Need for cognition Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Factors Affecting Quality of Group Outputs § Throughput factors § Communication among members § Full group member participation § Group’s climate © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Intuitive Problem-Solving § Steps … § Conception § Preparation § Incubation § Illumination § Verification § “Trust but Verify” § Graham Wallis’ approach © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Need for Structure in Group Problem Solving § Without structure, groups: § Move randomly between ideas § Produce lower quality output Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Need for Structure in Group Problem Solving § Organized problem-solving discussions allow groups to: § Balance participation § Improve reflectiveness § Coordinate group members’ thinking § Establish important ground rules for proceeding © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Functional Perspective § § Communication influences the quality of solutions Guidelines © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Functional Perspective § Task requirements for groups to succeed: 1. Understand the issue 2. Determine minimal characteristics of acceptable alternatives (Criteria) 3. Determine relevant and realistic alternatives 4. Examine the alternatives 5. Select the best alternative © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Problem-Solving Guidelines § Procedural Model of Problem Solving (P -MOPS) § Single Question Format § Ideal Solution Format Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Procedural Model of Problem Solving (P-MOPS) § General model § Major steps: 1. Problem description & analysis 2. Generating & elaborating on possible solutions 3. Evaluating possible solutions 4. Consensus decision making 5. Implementing the solution chosen © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Single Question Format § § Less-structured Major steps: 1. 2. 3. 4. 5. Identify the problem question Create a collaborative setting Identify and analyze the issues Identify possible solutions Resolve the single question © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Ideal Solution Format § Major steps: 1. 2. 3. 4. Identify the nature of the problem Identify the ideal solution Identify the conditions that must change Select the most ideal solution © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Comparison of Problem-Solving Guidelines Figure 10. 1 Comparison of the Questions Addressed by Three Problem-Solving Guidelines © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 1 of P-MOPS: Problem Description & Analysis § 1 A: Understand the charge and area of freedom § 1 B: Understand the type of question to be addressed § Question of fact, value, conjecture, or policy § 1 C: Focus on the problem Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 1 of P-MOPS: Problem Description & Analysis § 1 D: State the problem appropriately § Solution questions versus problem questions § 1 E: Map the problem § Use the problem census to discover problems © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 2 of P-MOPS: Generating & Elaborating on Possible Solutions § 2 A: Identify as many good ideas as you can § Use brainstorming to discover alternatives § 2 B: Defer judgment during discussion to identify options § 2 C: Discuss criteria for evaluating solutions § Absolute and relative criteria © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 3 of P-MOPS: Evaluating Possible Solutions § 3 A: Establish a collaborative climate for evaluation § 3 B: Establish norms that promote critical thinking § Identify negatives about all possible solutions Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 3 of P-MOPS: Evaluating Possible Solutions § Evaluate information § Distinguish between facts and inferences § Evaluate survey and statistical data § Evaluate the sources and implications of opinions Continued © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

© 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Statements of Fact & Statements of Opinion & Inference Figure 10. 4 Comparing Statements of Fact and Statements of Opinion and Inference © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 3 of P-MOPS: Evaluating Possible Solutions § Evaluate reasoning -- Fallacies § Overgeneralizing § Ad hominem attacks § Suggesting inappropriate causal relationships § False dilemmas § Faulty analogies § Precedent © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Step 3 of P-MOPS: Evaluating Possible Solutions Criteria for evaluating information and reasoning from the Internet: § Accuracy § Credible authority § Audience § Purpose § Recency § Coverage © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Notes on Chapter 10 § Whatever outline you use, you first must achieve a thorough understanding of your problem. § The more good quality options you generate, and the more thoroughly and objectively you evaluate them, the better your group’s chance of achieving the best solution. © 2007 The Mc. Graw-Hill Companies, Inc. All rights reserved.