LECTURE FOURTEEN

Group Dynamics and Meetings

Why Meetings?
COMMUNICATE INFORMATION FACT-FINDING PROBLEM-SOLVING DECISION-MAKING

Group Decision-Making
ADVANTAGES

1. Higher quality decisions 2. Greater commitment 3. Reduce chances of communication problems

DISADVANTAGES 1. Costoverused. 2. Low quality decisions: Pressure to conform Premature decisions Hidden agendas Extensive conflict Disruptive and/or dominant individuals Lack of planning Poor leadership

Groupthink
Irving Janis
1. Illusion of shared viewpoint. 2. Group is infallible. 3. Preserve group harmony/avoid disagreements. 4. Comfort one another/ignore, discount warnings a plan wont succeed. 5. Direct pressure on dissenters. 6. Presence of inordinate optimism.

Groupthink Remedies
1. Appoint critical evaluator. 2. Be open to criticism. Leadership remains impartial. 3. Several groups work on the same problem & report back to home units. 4. Do not make an early decision. 5. Bring in outside experts. 6. Appoint devils advocate. 7. Split group. 8. Hold second chance meetings.

I Should we meet? II Premeeting Arrangements 1. Whom to include:

Strategic Considerations I through VI

2. What material to prepare and circulate:

Group should reflect the organizational members the problem affects.

Remember Rubber Meets the Road Folks Size 5 ideal. Large Projects 1213.

Agendaworking paper from which meeting operates. (Include relevant attachments). What topic(s) will be discussed. List of attendees. Why are we meeting? Goal. When? Meetings should last no longer than one and onehalf hours. Notify people with agenda and supporting materialthe longer meetings need more lead time.

Strategic Consideration I & II Continued

3. Arranging Physical Environment:
Physical Facilities- Size, Comfort, Visual Aids. Seating ArrangementsAvoid long, narrow tables where people cant see one another. Need to make eye contact. Avoid set up that divides adversarial groups. U-shaped is preferred for 10-12. Round is good for participative forms of decision-making.

III Leadership Style

Selecting the appropriate leadership style: Leader Centered Group Centered
Less Mature Group Structured Problem Mature Group Abstract Problem Creativity Critical

Concerns dictate style: the group, meeting objective and your personal style.

IV Selecting a Decision-Making Format

1. 2. 3. 4. 5. 6.

Rational Problem-Solving Process by John Dewey

Define problem. Analyze problemdetermine cause. Determine criteria to eliminate problem. Brainstorm possible solutions. Select best solution. Implement solution.

Brainstorming by Alexander Osborn

Generate as many ideas as possible-1. All ideas accepted. 2. No criticism allowed. 3. Encourage elaborations and combinations.

IV Selecting a Decision-Making Format (Continued)

NOMINAL GROUP TECHNIQUES (NGT)
Individuals write out ideas Create lists Individually rank Post rankings

DELPHI
Remote locations Send out questionnaires

V Handle Disruptions
Disruptions
Clowning, dominating, changing topics, making accusations, personalizing with emotional statements Seek prior cooperation Assign critical task Resolve prior to meeting Agree on process at beginning of meeting Take dominators item off agenda Warn of consequences Utilize power of the group

Prevention

V Handle Disruptions Continued

Additional Techniques
Use a public record Follow the Interactive Meeting Method Turn questions into statements Ask disrupter to explain joke or relate to topic Bring emotion to the surface Allow only one person to speak at a time Move items forward Reverse questions Relay question to entire group Enforce the ground rules

VI Follow through with Follow-up

FOLLOW UP Have goals been met? Have assignments been made? Write out decisions. Summarize discussions. Point out differences. Set next steps Confirm in writing. (Transfer public record). Minutes. Self-evaluation of meeting or survey.