DECISION MAKING

Decision Making - is an integral part of the group process. Rational or sound decision making is
one of the primary function of groups. 
THE FOLLOWING ARE SEVERAL DEFINITIONS OF TERMS:
Decision - A course of action purposely chosen from a set of alternatives to achieve organizational
objectives. 

Decision Making - is an integral part of the group process. Rational or sound decision making is
one of the primary function of groups. 
Decision Making Process - Continuous and indispensable component of managing any organization or
group activities. 

•  Check and balance system that keeps the organization growing both in linear and vertical
directions.

DECISION-MAKING TECHNIQUES
• . INTERACTING GROUPS – typical groups, in which the members interact with each
other fate-to-face. 
• 2. BRAINSTORMING – an idea-generation process that specifically encourages any and
all alternatives, while withholding any criticism of those alternatives. 
• 3. NOMINAL GROUP TECHNIQUE – a group decision-making method in which
individual members meet face-to-face to pool their judgements in a systematic but
independent fashion. 
• 4. ELECTRONIC MEETING – a meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of votes.

Steps of Decision-Making Process

• 1. Identify the decision – The first step in making the right decisions is recognizing the
problem or opportunity and deciding to address it. Determine why this decision will
make a difference to the recipients and the members. 
• 2. Gather information – Next, its time to gather information so that you can make a
decision based on facts and data. This requires making a value judgment, determining
what information is relevant to the decision at hand, along with how you can get it. Ask
yourself what you need to know in order to make the right decision, then actively seek
out anyone who needs to be involved. 
• 3. Identify Alternatives – once you have a clear understanding of the issue, it’s time
to identify the various solutions at your disposal. It’s likely that you have many different
options when its comes to making your decisions, so it is important to come up with a
range of options. This helps you determine which course of actions is the best way to
achieve your objective. 
• 4. Weigh the evidence – In this step, you’ll need to evaluate for
feasibility, acceptability and desirability to know which alternative is best. Leaders need
 to be able to weigh pros and cons, then select the option that has the highest chances of
success. It may be helpful to seek out a trusted second opinion to gain a new perspective
on the issue at hand.
• 5. Choose among alternatives – when it is time to make your decision, be sure that you
understand the risks involved with your chosen route. You may also choose a
combination of alternatives now that you fully grasp all relevant information and
potential risks. 
• 6. Take Action – Next, you’ll need to create a plan for implementation. This involves
identifying what resources are required and gaining support from the members and other
stakeholders. Getting other onboard with your decision is key component of executing
your plan effectively, so be prepared to address any questions or concerns that may arise.
• 7. Review your decision – An often-overlooked but important step in the decision-
making process is evaluating your decision for effectiveness. Ask yourself what you did
well and what can be improved next time. 

• I N V O LV E M E N T I N D E C I S I O N S  

• 1. The Plop - Here the group makes a decision by not making a decision. “Not to decide –
is to decide” Someone makes a suggestion, but it drops like a stone into a pond, and no
one pays any attention to it at all. If the person who made the suggestion really felt
enthusiastic about it, the fact that it was totally ignored could make that person withdraw
or resist later suggestions. 
• 2. The One-Person Decision - This is quickly made, but later when the decider depends
on free or voluntary support from others to implement it, he may find himself carrying it
out alone. 
• Topic Jumping: One person can also prevent a group reaching a decision by introducing a
new point just as the group is ready to decide something. If the point is relevant it should
be allowed, though it should have been brought in earlier. If it is not relevant, it should
be recognized as a distraction or any attempt by one person to control the group,
and should not be allowed to prevent the group from making a decision. 
• 3. The Handclasp - One person makes a suggestion. Another says, “What a
marvelous idea!” and without further discussion, the matter is decided. These
decisions are more frequent than one thinks, and other pass unnoticed at the time
but resentment comes to the surface later.
• 4. The Clique - This decision is made by a small group who plan beforehand to get their
way. Because they are better organized than those who disagree, they are often successful
on the immediate issue but they bring a spirit of rivalry rather than cooperation into the
group. 
• 5. Minority - These decisions are as consciously organized as those of the clique, but a
few powerful personalities dominate the group, often unconsciously and then later they
wonder why the other is apathetic. 
• 6. Majority Vote - In big groups this is often the most effective way to make a decision.
However, one may lose the interest or the loyalty of the minority who voted against a
decision especially if they feel their point of view was not heard. 
• 7. Silent Consensus - Some groups aim at unanimous decisions. These are
good, if genuine, but they are rarely achieved completely on important
 issues. Unanimous agreement is sometimes assumed, when some members have not felt
free to disagree and have kept silent.

• DIFFICULTIES IN DECISION-MAKING 
• 1. Fear of Consequences - The possible outcome of an impending decision may bring
division and disagreement.
• 2. Conflicting Loyalties - When one person is a member of a number of groups, this
frequently leads to divided loyalties about decisions. 
• 3. Interpersonal Conflict - Personal differences occur which provokes feelings of
affection or dislike among members and which interfere with sound decision making.
Often another member who is not involved in the interpersonal conflict can bring the real
problem into the open. 
• 4. Hidden Agenda - One person may try to get the group to make a certain decision,
which he wants for reasons which he will not share with the group. 
• 5. Blundering Methods - A group may be so bound by rigid procedures that there is little
chance for a free expression of differences or a group may allow itself to substitute
personal opinions for adequate information. Or group may approach the decision
making process without testing for consensus. 
• 6. Inadequate Leadership - A leader may hinder good decision making if he restricts the
expression of opinion or discussion on issues too soon.
• Leaders also  may  fail to provide assistance in selecting appropriate methods for decision
making or be insensitive  to  the  factors causing difficulty in the group. 
• 7. Clash of Interest - Sometimes different groups or individuals within an organization do
have opposing interest. 
•