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BOOK REVIEW

ON
PROBLEM SOLVING IN GROUPS


WRITTEN BY
MR. MIKE ROBSON

Printed at the University Press Cambridge

Published by Gower Publishing Company Limited, Gower House,
Croft Road, Aldershot, Hants GU11 3HR, England
ISBN 0566 07414 1
Price GB Pound 9.95

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CONTENTS

This book consists of the following three parts:-
Part-I Introduction
1 The benefits of effective group problem-solving
2 Problem-solving groups
Part-IIProblem-solving techniques
3 The problem-solving process
4 Brainstorming
5 Defining problems clearly
6 Analyzing problems
7 Collecting data
8 Interpreting data
9 Finding solutions
10 Cost-benefit analysis
Part-III Following through
11 Presenting solutions
12 Monitoring and evaluating results
13 Working together
14 Dealing with problems in the group
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ABOUT THE AUTHOR

Mike Robson is a public sector accountant. Trained and qualified with Tyne
andWear County Council. He has worked in the NHS for over 25 years, currentlyas Director of
Finance and Corporate Governance and Deputy Chief Executiveat South Tyneside NHS
Foundation Trust, he previously carried out asimilar role at the Royal Victoria Infirmary,
Newcastle.

Treasurer with effect from 1 April 1999, a position he held until his termas a
Trustee ended in 2007. Mike was appointed as a Vice President inPromotions Company Limited
and re-joined Council as a Trustee in November2009.

Mike is married with two sons and lives in Whickham.

Mike Robson is simply a master at unpicking, explaining and fixing
workplace problems and giving us the tools to solving them. At first look it all seems simplistic
and easy yet these problems are inherent and recurrent in all our workplaces. Mike Robson has
given us the tools to analyze and solve our problems but crucially taking our workers and
colleagues along with us thus empowering everyone involved.


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ABOUT THE BOOK
It has long been established that groups are likely to solve many problems
more successfully than individuals - with this book, the author provides readers with the
tools and techniques to make this process transparent and effective. This edition
contains new chapters on virtual teams and group facilitation, recognizing the ever-
increasing role of both. The overall process, and the individual techniques which are
covered in detail, are applicable to people working at all levels who are interested in
working together to improve the performance of their organization and to ensure that
problems are solved permanently.
Modern scientific research has demonstrated that groups are likely to
solve problems more effectively than individuals - as most of us know already, two
heads (or more) are better than one. In organizations it makes sense to harness the
power of the group both to deal with problems already identified and to generate ideas
for enhancing customer service, reducing costs, increasing productivity and the like. In
this revised and updated edition of his successful book, Mike Robson first introduces
the concepts and methods involved. Then, after setting out the advantages of the group
approach he examines in detail each of the eight key problem-solving techniques. The
final part of the book explains how to present proposed solutions, how to evaluate
results and how to ensure that the group process runs smoothly. With its practical tone,
its down-to-earth style and lively visuals, this is a book that will appeal strongly to
managers and others looking for ways of improving their organization's performance.
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Group-solving of problems
Main theme of the book Problem Solving in Groups is the best way of tackling
issues in three main circumstances. Firstly, there are many problems that concern more than one
person. In such situations, each of those involved is likely to have a legitimate view, and it is
always wise to take these different perceptions into account in arriving at the solution. Secondly,
there are problems where there is no straightforward single answer, and the right approach needs
to be an amalgam of the views of different people. Thirdly, there are situations where it is
important that those involved are committed to the solution, and sometimes this is more relevant
than the solution itself. In practice, there are an increasing number of situations where one or
other of these circumstances are the key ones, which is why group problem-solving has become
so much more important as a strategy for improvement over the past few years. There are a
number of very real advantages that group problem-solving offers when it is used in the right
situations and with properly equipped people.
Creative Thinking
First, having a number of minds attuned to the problem will improve both the
discussion and the decision as long as they use a rigorous problem-solving process and work
together effectively. Both of these elements are of real importance and need to be understood.
We tend to think analytically rather than creatively and individually rather than collectively. This
approach is often both appropriate and successful when the problem being considered is
amenable to it. There are many other occasions, however, when this approach seems to achieve
little. Many problems in organizations are not new ones; they are perennial issues that have been
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tackled before, but always seem to re-emerge. Often the best available analytical minds have
been put to work on such problems, but to no avail.
The reality is that some issues cannot be solved by the application of pure
logic;they need a different, more creative approach. This does not imply that the disciplines of
the analytical approach need be lost, however, since what is required is a process that uses the
best of both problem-solving styles. The process described in this book is an ideal combination
of the rigorous of the analytical method in that it is based on collecting facts rather than opinions,
and the benefits of the creative approach which generates any different ideas, forces the
exploration of issues from all angles and looks at unusual possibilities as well as obvious ones.
Secondly, members of such groups need to be skilled in working together. It is
remarkable that so little attention is paid to this subject. It is, more often than not, assumed that
we know how to work together effectively as if such skills were innate. The reality is very
different. We all know of groups of the most talented people that have not delivered to their
capability; indeed sometimes such groups have gone disastrously wrong. A classic example of
this occurred when John F. Kennedy was the president of the USA. He surrounded himself with
a Cabinet that was commonly recognized as the most intellectually capable in history and yet
they stumbled into a number of crises, the most serious of which was the Bay of Pigs fiasco
which could easily have cause a nuclear war. After the crisis had been averted, at the eleventh
hour, and when President Kennedy reflected on the events he said, How could we have been so
stupid?. Most of us are not in situations which threaten the stability of the world, but we are
involve with the survival and success of our organizations. We also know that there are
occasions when we, and others in our organizations, end up in situations that we really do not
want to be in, so it is important that we understand the reasons why this happens.
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Basically, such situations occur because groups very often have an insufficient
understanding of the dynamics that are affecting their working together. We tend to be very
task-oriented, to get on with the job in hand, to work at it and to see it through. In fact, most
people are task-mesmerized; they cannot see anything else other than the issues that relate
directly to the problem itself. This ability to focus single-mindedly has generally been seen as a
strength and yet it is often unsuccessful. The reality is that most difficulties and impediments that
face problem-solving groups are not related with the task at all but with the way that the group is
working. The subject of group process or group dynamics is vast and it would be impractical to
expect everyone to become an expert. It is essential, however, that anyone who becomes
involved in group working also becomes acquainted with at least the basics of the subject if they
are to avoid the many traps that will prevent the group from successfully completing its work.
These basics are included as a key part of the process described in this book.
A further general advantage of the group problem-solving approach is that there
will be a significantly higher level of commitment to the final solution amongst those that have
taken part in generating it. We all know from our own experience that we are most enthusiastic
about our own ideas, or those that we have at least had a say in. Many problems and
opportunities for improvement involve more than one person, section or department, and it is
likely that these different parties will have different views; indeed this is often the problem! In
such circumstances there is often no obvious one right answer and the group approach is the only
one that stands a chance of success since it is structured to take into account the views of
everyone. Many seemingly impossible problems have been resolved by involving the interested
parties in developing the solution using an orderly problem solving process. This approach has
worked not just because of the technicalities of the solution but because those involved have
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been committed to the solution that they themselves devised. Arguably, there are today many
situations where this kind of commitment is the single most important factor in achieving
success. Committed people will often make things work that otherwise would fail.
A third benefit of group problem-solving using the process recommended in this
book is that people from every level of the organization can play their art. There is no
requirement for academic qualifications or special organizational experience. Equipping
employees to be able to contribute to the improvement process by playing their part in such
groups helps to utilize the real experience, knowledge and talent that exist in the organization.
Ultimately, there is nothing to prevent everyone being trained and then given the opportunity to
join in problem-solving and other improvement activities. Indeed this should be the aim. Do not
fall into the trap of thinking that only certain people will be worth training, that some will not
want to join in, or that others will not be able to handle it. The process and the techniques in this
book have been used successfully by people from a wide variety of backgrounds and at all levels
of organization in many industries.

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This book was first published by MRA International in 1788 and has sold many
thousands of copies. Originally it was designed as a tool for introducing the concept of total
Quality into the organization. With the passage of time, it has been revised, updated and made
more generally applicable to any enterprise which wishes to use group-working to address
problems and opportunities.
Problem Solving in Groups presents a logical problem-solving process and
contains many tools and techniques to assist groups to identify, analyze and solve problems
successfully. Some of these techniques are commonly used.
This book is meant to be read, but more important, used by anyone engaged in
this activity whether they be facilitators, leaders or members of problem solving, groups, or
indeed, managers who are interested in the problem solving process.
The Author has written it in a simple-to-understand style and its contents are
adaptable for using as training material where necessary.
The intention of the book is to provide organizations and their people with a
structure that will help them to achieve substantial results as they work on the process of
continuous improvement.



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This book has also covered some of the main difficulties of problem-solving
groups. They are not frequent, but it is important to remember that the best groups do have their
problems. What makes them the best is that they can tackle the problems successfully. No group
should feel that it has failed in any way if it comes up against any of these difficulties. The focus
should be very much on being successful in dealing with them. This can be attempted by the
group itself or with the aid of a facilitator. Again, there I no slur involved in asking for help;
there are times when only an outsider can see what is really going on. It is far better to ask for
help than to have the group get to real difficulties and run the risk of collapsing.
Whatever problems the group encounters, it is more likely to solve them if all the
members work together, and are of a common mind in both wanting to solve them and being
confident of the groups ability to do so. With this attitude virtually every problem can be
overcome.
This book provides a superficial description of well-known techniques. It lacks
any theoretical foundation and contains almost no references to basic disciplines like problem
solving in cognitive science and group dynamics.
RECOMMENTATIONS
Although the book written by Mr. Mike Robson on the subject of
Problem Solving in Groups is good addition, yet the language used by the author is a
bit difficult. The language of this book should be simple. Since this book has been written
by a Western writer, he has ignored the ground realities of the East. He should have kept
this point in his mind in order to make it equally popular and understandable amongst
eastern readers too.The author has put his main focus on private sector rather than public
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sector. In my opinion, both private as well as public sectors should be his area of focus
for its equal application in both these sectors.
I appreciate that the author has succeeded in conveying his point of view
regarding problem solving in Groups, however, this book lacks comparison between
individuals and Groups. The author should clear the concept of comparison by quoting
relevant examples of problem solving by individuals and by Groups. The author should
make it more elaborate in order to make its broader understanding for general public
instead of confining himself to specific readers of this book.
I hope rather believe that by adopting the above mentioned
recommendations, the book Solving Problems in Groups by Mr. Mike Robson may be
a masterpiece on the subject in this global village. Good luck!