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Solving Problems in Groups and Teams (Extra Questions (What bothered or…
Solving Problems in Groups and Teams
Problem Solving in Groups: When and Why
Advantages of Group Problem Solving
Accuracy
Another benefit of group work is the increased likelihood of catching errors. At one time or another, we all make stupid mistakes, like the man who built a boat in his basement and then wasn't able to get it out the door. Working in a group can help prevent foolish errors like this.
Commitment
Besides coming up with superior solutions, groups also generate a higher commitment to carrying them out. Members are most likely to accept solu- tions they have helped create and to work harder to carry out those solutions.
Participation decision making: A process in which people contribute to the decisions that will affect them.
Resources
For many tasks, groups have access to a greater collection of resources than do most individuals. Sometimes the resources involve physical effort. [For example, three or four people can put up a tent or dig a ditch better than a lone person.]
Diversity
Working with others allows us to consider approaches and solutions we might not think of otherwise. Although diversity is a benefit of teamwork, it requires special effort, espe- cially when members come from different cultural backgrounds. [For example, in teams that consist of both Asian-born and American-born members, Ameri- cans do most of the talking and are more likely than their Asian teammates to interrupt.]
When to Use Groups for Problem Solving
Are Individuals' Tasks Interdependent?
Remember that a group is more than a collection of individuals working side by side. The best tasks for groups are ones in which members can help one another in some way. Think of a group of disgruntled renters considering how to protest unfair landlords. In order to get anywhere, they realize that they have to assign areas of responsibility to each member, such as researching the law, getting new members, and publicizing their complaints.
Is There More Than One Decision or Solution?
Groups are best suited to tackling problems that have no single, straightforward answer. [For example, phoning merchants to get price quotes and looking up a series of books in the library don't require much creative thinking.]
Is the Job Beyond the Capacity of One Person?
Some jobs are simply too big for one person to manage. They may call for more information than a single person possesses or can gather. For example, a group of friends planning a large New Year's party will probably have a better event if they pool their ideas than if one person tries to think of everything.
Is There Potential for Disagreement?
Tackling a problem as a group is essential if you need the support of everyone involved. Consider a group of friends planning a vacation. Letting one or two people choose the destination, schedule, and budget would be asking for trouble because their decisions would almost certainly disappoint at least some of the people who weren't consulted. It would be far smarter to involve everyone in the most important decisions, even if doing so took more time.
Setting the Stage for Problem Solving
Maintain Positive Relationship
Build Cohesiveness: The degree to which members feel connected with and committed to their group is known as cohesiveness.
Highly cohesive groups communicate differently than less cohe- sive ones.
The goal should be to boost cohesiveness in a way that also helps get the job done. Eight factors can bring about these goals.
Minimize perceived threats between members.
Emphasize members' interdependence.
Recognize threats from outside the group.
Develop mutual liking and friendship.
Establish shared norms and values.
Recognize progress toward goals.
Focus on shared or compatible goals.
Share group experiences.
Recognize Stages of Team Development
Conflict Stage
When group members openly defend their positions and question those of others.
Emergence Stage
When a group moves from conflict toward a single solution.
Orientation Stage
When group members become familiar with one another's positions and tentatively volunteer their own.
Reinforcement Stage
When group members endorse the decision they have made.
Group Problem-Solving Strategies and Formats
Group Discussion Formats
Parliamentary Procedure
Problem-solving meetings can follow a variety of for- mats. A session that uses parliamentary procedure observes specific rules about how topics may be discussed and decisions made.
Panel Discussion
In which the participants discuss the topic informally, much as they would in an ordinary conversation.
Focus Group
Sponsoring organizations often use focus groups to learn how potential users or the public at large regards a new product or idea.
Symposium
In a symposium the participants divide the topic in a manner that allows each member to deliver in-depth information without interruption.
Problem Census
When some members are more vocal than
others, problem census can help equalize participation.
Forum
A forum allows nonmembers to add their opinions to the group's deliberations before the group makes a decision.
Breakout Group
When the number of members is too large for effective discussion, breakout groups can be used to maximize effective participation.
Dialogue
A process in which people let go of the notion that their ideas are more correct or superior to others' and instead seek to understand an issue from many different perspectives.
Solving Problems in Virtual Groups
Perhaps the most valuable lesson is that online meetings should not entirely replace face-to-face ones, but they can supplement in-person sessions. Combining the two forms of interaction can help groups operate both efficiently and effectively.
Approaches and Strategies in Problem Solving
A Structured Problem-Solving Approach
Identify the Problem
Sometimes a group's problem is easy to identify. The crew ofa sinking ship, for example, doesn't need to conduct a discussion to understand that its goal is to avoid drowning or being eaten by a large fish.
Analyze the Problem
Identify Criteria for Success
Gather Relevant Information
Word the Problem as a Broad, Open Question
Identify Supporting and Restraining Forces
force field analysis: A method of problem analysis that identifies the forces contributing to resolution of the problem and the forces that inhibit its resolution.
Develop Creative Solutions
Brainstorm
Amethodforcre- atively generating ideas in groups by minimizing criticism and encouraging a large quantity of ideas without regard to their workability or ownership by indi- vidual members.
Share whatever comes to mind.
Share a lot of ideas.
Criticism is forbidden.
Combine and build upon ideas.
Use the Nominal Group Technique
Amethod for including the ideas ofall group mem- bers in a problem-solving session.
Evaluate Possible Solutions
Can the proposal be implemented by the group?
Does the proposal contain any serious disadvantages?
Will this proposal produce the desired changes?
Implement the Plan
Define individual responsibilities.
Plan ahead for emergencies.
Determine necessary resources.
Identify specific tasks to be accomplished.
Follow Up on the Solution
Meet periodically to evaluate progress.
Revise the group's approach as necessary.
Decision-Making Methods
Majority Control: A naive belief of many people (perhaps coming from overzealous high school civics teachers) is that the democratic method of majority rule is always superior.
Expert Opinion: Sometimes one group member is defined as an expert and, as such, is given the power to make decisions. This method can work well when that person's judgment is truly superior. For example, if a group of friends is backpacking in the wilderness and one becomes injured, it would probably be foolish to argue with the adviceofadoctorinthegroup.
Consensus: When all members of a group support a decision we say they have achieved consensus. The advantages of consensus are obvious. Full participation can increase the quality of the decision as well as the commitment of the members to support it.
Minority Control: Sometimes a few members of a group decide matters. This approach works well with noncritical questions that would waste the whole group's time.
Authority Rule: Autocratic leaders most often use authority rule. Though it sounds dictatorial, there are times when such an approach has advantages. This method is quick, so it comes into play when there simply isn't time for a group to decide what to do.
Extra Questions
What bothered or intrigued you?
This chapter basically makes me more aware of my group working skills. The most important skill that might be useful in my daily life would probably be how to solve conflicts among team members. There are lots of strategies provided in this chapter to do so and by just reading it, hence it really does intrigue me to apply those skills and strategies in my current group work projects once a conflict arises.
What confused you or made you want to find out more?
I don’t think that this chapter confuses me but I do want to learn more about it. I want to understand it better and hopefully try to apply it on my classwork groups.
What surprised you in the readings?
The reading really did surprise me because in the first glance, I don’t really think that communication between group members are actually important. I thought that it would be easy just to talk to our group members but after reading this chapter, I understand that there are plenty of steps that might enable more engagements from each group members. I really do think that the skill is very important so that the group work would become more and more effective.
Overcoming Dangers in Group Discussion
Unequal Participation
he value of involving group members in making decisions, especially decisions that affect them, is great.
The key to effective participation is balance. Domination by a few vocal or high-status members can reduce a group's ability to solve a problem effectively.
Pressure to Conform
There's a strong tendency for group members to go along with the crowd, which often results in bad decisions.
groupthink: A group's collective striving for una- nimity that discourages realistic appraisals ofalter- natives to its chosen decision.
Information Underload and Overload
Information overload: occurs when the rate or complexity of material is too great to manage.
Information underload: occurs when a group lacks information necessary to operate effectively. Sometimes the underload results from overlooking parts of a problem.