Group Decision Making
The costs and benefits of group making, decision-making methods and refuting arguments
All groups require compromises to function effectively. And making compromises requires making concessions, as it should not feel like one party is the loser and the other party is the winner. Working in groups does not mean that the opinions of the many or the few must trample upon the skills and abilities of the other members of the group. The group's numbers and diverse abilities should generate more solutions to problems, and thus more effective problem-solving.
But once these diverse potential solutions are generated, effective decision-making steps are collectively required to assure that the best solution is arrived at and is agreeable or at least tolerable to all of the members of the group. A combined solution is often best, rather than merely selecting one solution above other solutions. Generating consensus seems best, although in larger groups with more polarized opinions, voting may be necessary. While allowing an authoritarian voice to hold final sway over what is done may be least desirable, it may be necessary in a very spread-out group with many areas of expertise, or if the leader bears the brunt of the responsibility for the project and has greater knowledge of the different organizational factors involved.
There is no single perfect formula for forming a cohesive group, making decisions, and arguing in a constructive manner. The only rule that does hold fast and firm, regardless of the composition and authority structure of the group, good listening skills are necessary, as well balanced consideration of all sides of a debate. A healthy group, even a group dominated by a single leader, must not fall into groupthink, or create an environment where only a single opinion is considered valid, and dissent is not permitted.
Works Cited
Engleberg and Wynn. Working in groups: Communication principles and strategies. 3rd ed. New York: Houghton Mifflin Company, 2003.
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