Enhancing decision-making effectiveness in problem-solving teams.

Abstract

Active participation by all group members as well as the generation, presentation, and critical evaluation of a wide range of perspectives and alternatives are hallmarks of effective problem-solving teams. Diverse groups with an odd number of participants (five to seven members are generally best) are manageable and provide an adequate range of perspectives and alternatives. Several problems limit the effectiveness of problem-solving teams. Dysfunctional concurrence or "groupthink" occurs when concurrence seeking in cohesive groups overrides the realistic appraisal of alternative courses of action. Managers initially should withhold their own opinions, assign members the role of critical evaluators, and bring in people from outside the initial group to minimize this problem. Domination by a select few is also a problem because it can squelch the presentation of diverse opinions. Brainstorming and nominal group technique can mitigate this problem. In nominal group technique, a manager guides the group through steps involving brainstorming, recording, and voting on the merits of various alternatives before open discussion is allowed. Decision-making dropouts are group members who withdraw from active participation in the group. Managers can reduce this problem by emphasizing the importance of active participation and by monitoring performance.